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Redefining Mental Healthcare Through Evidence-Based Excellence – A Conversation with Waby Saby Counselling LLP

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India’s approach to mental health is undergoing a significant transformation. Increasing awareness, changing workplace dynamics, and a growing acceptance of therapy have encouraged more people to prioritize their emotional well-being. However, quality, ethical practice, and evidence-based treatment remain essential in building long-term trust. Waby Saby Counselling LLP is among the organizations working towards this vision by combining internationally informed clinical expertise with personalized care. In this exclusive interview, the team shares its philosophy, future vision, and how it aims to make professional mental healthcare more accessible, compassionate, and effective.

Q1. What inspired the establishment of Waby Saby Counselling LLP?

Mental health is an essential part of overall well-being, yet many individuals continue to struggle because of stigma, misinformation, or limited access to quality psychological care. Waby Saby Counselling LLP was established with the vision of creating a premium mental healthcare organization that prioritizes clinical excellence over scale. From the very beginning, our focus has been on delivering evidence-based therapy through highly qualified professionals while ensuring every client receives personalized attention, ethical treatment, and complete confidentiality.

Q2. Your organization often emphasizes “quality over quantity.” What does this philosophy mean in practice?

For us, success is not measured by the number of clients we serve but by the quality of outcomes we help create. Every individual has unique experiences, challenges, and goals, so therapy cannot follow a standardized approach. We invest in understanding each client’s circumstances before designing a personalized treatment plan. Maintaining high clinical standards, ethical practice, and long-term emotional well-being remains far more important than simply expanding volume. This philosophy allows us to build meaningful therapeutic relationships based on trust and measurable progress.

Q3. Evidence-based therapy is one of your strongest differentiators. Why is it so important?

Mental healthcare should be guided by science. We use evidence-based therapeutic approaches such as Cognitive Behavioural Therapy (CBT), Acceptance and Commitment Therapy (ACT), Rational Emotive Behaviour Therapy (REBT), and integrative psychotherapy because these approaches have been extensively researched and proven to help individuals manage emotional challenges effectively. Scientific methods provide structured interventions while still allowing therapists to personalize care according to each person’s needs. Our objective is not only to address immediate concerns but also to help clients develop lifelong emotional resilience.

Q4. Your team includes psychologists trained at internationally recognized institutions. How does that benefit clients?

International training exposes professionals to global best practices, advanced therapeutic techniques, and evolving clinical research. At the same time, effective therapy must remain culturally relevant. Our multidisciplinary team combines international expertise with a deep understanding of the social and cultural realities of Indian clients. This balance enables us to provide world-class psychological care while ensuring every intervention feels meaningful, practical, and relevant to the individual’s environment and experiences.

Q5. Waby Saby serves a very diverse audience. How do you ensure personalized care for everyone?

Mental healthcare should evolve with people’s lives. Children, adolescents, working professionals, parents, couples, families, corporate leaders, and senior professionals all experience different emotional challenges. Our therapists carefully assess every client’s circumstances before recommending appropriate therapeutic interventions. Whether someone is managing workplace stress, relationship concerns, academic pressure, anxiety, burnout, or emotional transitions, the treatment plan is tailored specifically to their goals rather than following a one-size-fits-all model.

Q6. Confidentiality is repeatedly highlighted in your philosophy. Why is it so central to your work?

Trust forms the foundation of every therapeutic relationship. People can only speak openly when they know their privacy will be protected. We maintain uncompromising confidentiality and adhere to the highest ethical standards in every consultation. This commitment is particularly valuable for professionals, families, corporate leaders, and individuals who expect complete discretion while seeking psychological support. A secure environment enables meaningful conversations, effective therapy, and long-term emotional growth.

Q7. How is Waby Saby contributing to workplace mental wellness?

Organizations today increasingly recognize that employee well-being directly influences productivity, engagement, and organizational culture. We partner with businesses through Employee Assistance Programs (EAPs), stress management workshops, resilience-building initiatives, leadership coaching, mental wellness sessions, and POSH training. Rather than focusing only on addressing challenges after they arise, we help organizations build psychologically safe workplaces where employees can perform confidently while maintaining their emotional well-being.

Q8. Schools and educational institutions are another important focus area. What role do they play in mental wellness?

Education is about much more than academic achievement. Emotional well-being significantly influences learning, confidence, relationships, and future success. We collaborate with schools and educational institutions through student counselling, teacher sensitization, parent engagement, and school wellness initiatives. Early intervention allows children and adolescents to develop resilience, emotional awareness, and healthier coping strategies before concerns become more serious. Preventive mental healthcare during the formative years creates lasting positive outcomes.

Q9. How do you see the future of mental healthcare in India?

The conversation around mental health is becoming increasingly positive. More people now recognize that therapy is a proactive investment in personal well-being rather than something reserved only for crises. Organizations are strengthening employee wellness programs, schools are prioritizing emotional development, and families are becoming more open to discussing mental health. While awareness continues to grow, maintaining high clinical standards and ethical practices will remain essential to building public trust in professional mental healthcare.

Q10. What is the long-term vision for Waby Saby Counselling LLP?

Our long-term goal is to become one of India’s leading evidence-based mental health organizations, known for clinical excellence, ethical practice, personalized care, and measurable outcomes. We aim to expand our work with individuals, families, schools, universities, and corporate organizations while strengthening therapist training, operational excellence, and standardized systems that preserve quality as we grow. Most importantly, we want to contribute to a future where seeking psychological support is viewed as a sign of strength and emotional well-being becomes an integral part of everyday life.

Closing Thoughts

As India continues to redefine its understanding of mental health, organizations like Waby Saby Counselling LLP are demonstrating that meaningful care goes beyond counselling sessions. By combining evidence-based therapies, internationally trained professionals, personalized treatment, uncompromising confidentiality, and a commitment to education and workplace wellness, the organization is helping shape a future where emotional well-being is valued as highly as physical health. Its emphasis on prevention, resilience, and ethical clinical practice reflects an evolving healthcare landscape in which quality, compassion, and scientific excellence work together to create lasting positive change for individuals, families, educational institutions, and organizations alike.

From Running to Functional Fitness: How Aestus Supply Is Building a New-Age Lifestyle Ecosystem

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Introduction

Fitness in India is entering a more diverse and sophisticated phase. The modern fitness consumer is not necessarily defined by a single sport, workout routine or fashion preference. Instead, an increasingly connected generation is combining running, gym training, functional fitness, wellness, athleisure and lifestyle interests.

This transformation is also changing the market for sportswear and fitness products.

Consumers increasingly want access to products that combine performance with design and global relevance. They follow international athletes and fitness creators, participate in emerging training formats and discover brands through digital communities.

Against this backdrop, Aestus Supply is developing a premium fitness and lifestyle retail proposition focused on bringing sought-after international products to India.

The company’s vision is broader than simply selling products. It aims to become a recognizable lifestyle brand and build a community around fitness, performance and modern living.

India’s Fitness Culture Is Expanding

The growth of India’s fitness culture can be seen in the diversity of activities gaining popularity.

Traditional gym training remains important, but it now exists alongside recreational running, functional fitness, Hyrox-style training and performance-focused lifestyles. Consumers are also increasingly interested in athleisure and sportswear that can transition between workouts and everyday settings.

Aestus Supply’s market positioning reflects these developments. The company specifically identifies fitness enthusiasts, runners, athletes, Hyrox and functional fitness enthusiasts, athleisure consumers, young professionals and college students as important audiences.

These groups may have different fitness goals, but they share a common characteristic: they are actively interested in products that reflect their performance and lifestyle choices.

The Global Influence

The global nature of modern fitness culture is another major factor.

Digital platforms have made international sportswear and fitness trends accessible to Indian consumers almost instantly. A product can become popular in another country and gain awareness among Indian audiences through social media, athletes, creators and online communities.

This has increased expectations around availability.

Consumers who recognize an international product may actively search for it rather than simply selecting from locally available alternatives. Aestus Supply’s business model responds to this behavior by focusing on globally popular and hard-to-find products.

The company aims to make these products more accessible to Indian consumers through a curated selection.

A Focus “On Running” and Alo Yoga

On Running is one of the most visible areas of opportunity.

India’s On running community has expanded across cities and demographic groups, creating demand not only for running events but also for specialized products. Shoes, apparel and accessories have become part of the experience for consumers who increasingly view running as a lifestyle.

Aestus Supply has identified “On Running” and “Alo Yoga’ as particularly important brands, highlighting that these brands are finally available in India through the company.

Their presence fits into a wider strategy centered on premium international fitness and lifestyle products.

The development also illustrates how fitness and lifestyle are increasingly interconnected. Consumers may look for performance products for training while simultaneously choosing apparel that fits their broader personal style.

Functional Fitness and Hyrox

Functional fitness represents another important dimension of this market.

Unlike traditional workout routines focused on isolated exercises, functional training emphasizes practical movement, strength, endurance and overall performance. Hyrox-style training has added another dimension by combining endurance and functional exercises within a competitive format.

The growing interest in such activities has created new communities and new product requirements.

For a company such as Aestus Supply, understanding these communities is important because the product is only one part of the consumer relationship. Fitness enthusiasts often identify strongly with their training format and the culture surrounding it.

Aestus Supply’s stated understanding of the fitness and lifestyle community is therefore central to its positioning.

The Athleisure Effect

The transformation of fitness has also affected fashion.

Athleisure has blurred the line between workout clothing and everyday apparel. Consumers increasingly expect products to be functional enough for training while also fitting contemporary fashion preferences.

This trend has helped create a broader lifestyle market around sneakers, performance apparel and sports-inspired clothing.

Aestus Supply’s audience includes fashion-conscious consumers alongside athletes and fitness enthusiasts, positioning the company at the intersection of performance and lifestyle.

This intersection may become increasingly important as younger consumers place greater emphasis on how their products fit into their identity.

From Retailer to Ecosystem

A central part of Aestus Supply’s long-term vision is its desire to move beyond the traditional reseller model.

The company wants to become a lifestyle brand and develop a strong community around fitness, performance and modern living.

This approach means that brand-building becomes as important as product availability.

Its participation in an MMA fight night, MKC, demonstrates this broader engagement with sports culture. The event was hosted by celebrity figures including Baseer Ali and Kevin Almasifar, while Krishna Shroff, Ashish Bhatia, Kashish Ratnani and Hamid Barkzi were also part of the event. The company describes the fight night as a success.

Such activities can help connect a retail brand with the communities and cultural conversations surrounding sports.

The Road Ahead

Aestus Supply’s future plans include new international product launches, additional fitness, running and lifestyle categories, new partnerships, exclusive or limited product drops and expansion of its product portfolio.

These plans align with the company’s larger objective of becoming a trusted destination for premium international fitness and lifestyle products in India.

The market opportunity is supported by several trends: a growing fitness and wellness culture, increasing participation in running and recreational sports, rising interest in premium athleisure, growing popularity of functional fitness and Hyrox-style training, and greater consumer interest in international sportswear and sneaker brands.

Conclusion

The evolution of Indian fitness is creating a market that extends far beyond the traditional gym.

Running, functional training, Hyrox, athleisure, wellness and premium sportswear are becoming interconnected parts of a broader lifestyle movement. Consumers are also increasingly looking for international products that match their expectations around performance, design and global relevance.

Aestus Supply is positioning itself within this transformation by curating premium and hard-to-find international products for Indian consumers.

Its focus On Running and Alo Yoga, combined with its broader interest in fitness, performance and lifestyle categories, reflects the changing nature of the market.

But the company’s larger ambition goes beyond product distribution. By seeking to build a recognizable lifestyle brand and community, Aestus Supply is attempting to become part of the culture surrounding modern fitness in India.

As Indian consumers continue to become more globally connected and more selective about the products they use, the bridge between international fitness culture and the Indian market may become increasingly valuable. Aestus Supply’s journey is one example of how a focused retail concept can evolve alongside that changing consumer landscape.

 

Crescent Public School & Creative Minds Pre-School Celebrate Independence Day 2026: One Nation, Many Voices

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BALLARPUR: Crescent Public School and Creative Minds Pre-School, Ballarpur, came together to celebrate India’s 80th Independence Day with patriotic fervour, colourful cultural presentations and a strong emphasis on student leadership, academic excellence and environmental responsibility. Organised around the inspiring theme “One Nation, Many Voices,” the celebration brought together students, teachers, parents and distinguished guests for a memorable programme showcasing the diverse talents of the school community.

The celebration began with the hoisting of the National Flag, followed by the National Anthem. The Tricolour flying proudly above the school campus created an atmosphere of patriotism and reminded the gathering of the sacrifices made by generations of freedom fighters. Students and teachers observed the ceremony with pride and respect, reflecting on the responsibilities that accompany the freedom enjoyed by every citizen.

A special attraction at the beginning of the programme was the participation of the young children of Creative Minds Pre-School, Ballarpur. Students from Nursery, LKG and UKG arrived in the attire of prominent National Leaders, presenting a colourful representation of India’s great personalities and their contribution to the nation. The little ones looked adorable in their costumes and confidently represented the spirit and legacy of the leaders they portrayed.

The children of Creative Minds Pre-School also presented a lively dance performance before the audience. Their enthusiasm, innocence and confidence on stage won the hearts of everyone present and received warm applause. As a gesture of encouragement and appreciation, the children were presented with gifts from the school management, making the celebration especially memorable for the young participants.

After the flag ceremony and refreshments, the formal programme commenced with an introduction to the theme “One Nation, Many Voices.” The theme highlighted the unity of India despite its extraordinary diversity of languages, cultures, traditions, ideas and talents. The programme demonstrated that every individual voice contributes to the larger voice of the nation.

Addressing the gathering, Director Advocate Nazim Khan spoke about the importance of education in shaping responsible citizens. He stressed that the purpose of education is not limited to academic achievement but includes the development of discipline, confidence, character, leadership and social responsibility. He encouraged students to identify their strengths, express themselves confidently and use their abilities to contribute positively to society.

Academic excellence was also celebrated during the programme with the felicitation of the SOF Olympiad Gold Medalists for the academic session 2025–26. The achievers were honoured for their exceptional performance and dedication. Their success provided encouragement to fellow students and reinforced the importance of perseverance and consistent effort.

The cultural segment reflected the energy and creativity of the students across different age groups. The students of Play House and Nursery presented a charming Fancy Dress performance, followed by Fancy Dress presentations by LKG and UKG students. Students of Classes 1, 2 and 3 also participated in a colourful Fancy Dress presentation.

The patriotic spirit reached a high point with the soulful presentation of “Ae Watan, Watan Mere, Aabaad Rahe Tu.” The performance created an emotional atmosphere and reminded the audience of the enduring love and responsibility that citizens share towards their motherland.

The stage subsequently came alive with a series of dance performances. Students from different classes showcased their talent through carefully prepared presentations. The Class 10 girls, Play House and Nursery, LKG, UKG and students from Classes 1 to 9 participated in various performances. Special presentations by Class 1 — Courage and Class 1 — Wisdom highlighted the importance of values and character-building in the formative years.

The students also used the occasion to express their views through speeches. Young speakers confidently addressed the audience on Independence Day, patriotism, responsible citizenship and the role of youth in building a stronger India. Their participation demonstrated the school’s emphasis on developing communication skills and confidence among learners.

The celebration also recognised students who had demonstrated excellence during the academic year. Scholarship winners were announced, while the Best Students of Classes 1 to 5 and Classes 6 to 10 for the academic session 2025–26 were honoured. The awards acknowledged academic performance as well as dedication, discipline, leadership and overall participation.

A major highlight of the event was the Investiture Ceremony, which formally entrusted students with leadership positions for the new academic session. The ceremony reflected the school’s philosophy that students should be given opportunities to lead, serve and learn through real responsibilities.

Adityanandan Yahake was appointed Head Boy, while Tanaya Parshurame took charge as Head Girl.

The Literary Council will be headed by Arjun Bhise and Shrinidhi Nirwatla, with Vishwabharti Bhagat as Mentor Teacher. The Disciplinary Council will be led by Mehran Sheikh and Himani Khandale, under the mentorship of Tasleem Pathan.

The Cultural Council will be headed by Harshal Wankar and Yashmi Rajpurohit, with Ashwini Bhatt and Urmila Zagde serving as Mentor Teachers. The Sports Council will be led by Nehmat Sheikh and Bharti Yadav, under the guidance of Anchal Pawar.

The school also appointed Pravesh Aleti and Gunjan Lipte as Council Ambassadors, with Sanjay Shrivastav and Suvarna Ramteke serving as their Mentor Teachers.

The four houses of the school also received their new leadership teams. The Red House — Clever Clown will be led by Arpit Navhate and Mariya Khan, under Heena Mirza. The Yellow House — Incredibles will be headed by Kriish Darwankar and Kritika Rathod, under Roshan Khan.

The Blue House — Perfect Pirates will be represented by Jeevan Wandhre and Falak Khan, with Suvarna Jagzap as Teacher, while the Green House — Diligent Dingoes will be led by Lucky Bhukya and Riddhi Tripathi, under the guidance of Tina Gondane.

The school further strengthened its student leadership structure by appointing Class Ambassadors. Murtaza Badri and Madhura Thakare were appointed for Class 1 — Wisdom, while Nirman and Ananya Yadav were appointed for Class 1 — Courage.

For Class 2, the ambassadors are Shrijit Vidhate and Jazleen Makkar. Shubham Zade and Sana Rawandhekar will represent Class 3, while Anurag Tripathi and Vanshika Khanke will represent Class 4.

Aahil Sheikh and Geet Dawar will serve as Class 5 Ambassadors, while Faaz Sayyed and Rimsha Sheikh will represent Class 6. Kapish Gidwani and Ayesha Pathan will represent Class 7, Soyam Vishwakarma and Ifra Khan will represent Class 8, and Arush Sharma and Alina Sheikh will represent Class 9.

The student leaders were reminded that leadership is not merely a title. It requires discipline, service, responsibility, teamwork and the ability to set a positive example for others.

Another landmark moment of the celebration was the USO Student Ambassador Declaration Ceremony, which brought an important environmental dimension to the Independence Day programme.

Introducing the initiative, the anchors shared the message: “Nature is not just a place to visit; it is our home, our responsibility, and our future.” The initiative is being carried out through collaboration involving the United Schools Organisation of India (USO), ECO PRO and Paryavaran Vahini, with a focus on encouraging students to understand environmental issues and participate actively in conservation efforts.

Students were encouraged to develop awareness about biodiversity, the biosphere, conservation, responsible use of natural resources, sustainable practices, waste management, flora and fauna, teamwork, community participation and environmental leadership.

The presence of distinguished environmentalist Dr. Bandu Dhotre of ECO PRO, along with Mr. Anil, Mohammad Sharif Guruji and Shivshri Madekar Sir of Paryavaran Vahini, added special significance and dignity to the ceremony. Their presence reflected the importance of environmental education and the collective effort towards creating environmentally responsible young citizens.

Along with Principal Mrs. Humera Khan, the distinguished guests participated in the formal declaration and felicitation of the newly appointed USO Student Ambassadors, Baby Siddhi Chauhan and Master Farhaan Sheikh.

The appointment of the two young ambassadors was a proud moment for the school. They accepted the responsibility of promoting environmental awareness and encouraging fellow students to develop greater respect and concern for nature.

The newly appointed ambassadors received the USO T-shirt, cap and official badge. The badge symbolised leadership, awareness, responsibility and commitment towards environmental protection.

The ceremony reached its most meaningful point when the young ambassadors took the USO Student Ambassador Oath, led by Principal Mrs. Humera Khan. The students pledged to respect and protect the environment, understand biodiversity and conservation, use natural resources responsibly, participate in environmental activities, spread awareness and lead by example towards a cleaner, greener and healthier future.

The ceremony also included a gesture of appreciation towards the distinguished environmental guests. Principal Mrs. Humera Khan presented a Token of Love to Dr. Bandu Dhotre Sir as a mark of gratitude for his presence, guidance and contribution towards environmental awareness.

The cultural presentations continued with performances by the senior students. The Class 6 girls, Class 7 and Class 9 girls, Class 7 boys, Class 8 girls, Class 6 and Class 8 boys and Class 9 boys entertained the audience with energetic and well-coordinated performances.

The variety of presentations made it clear that the celebration was designed to provide every student with an opportunity to participate and express their talent. From the tiny children of Creative Minds Pre-School to the senior students of Crescent Public School, the programme brought together different generations of learners on one platform.

The successful conduct of the programme was made possible through the dedicated efforts of the management, teachers and staff. The teaching and non-teaching staff of Creative Minds Pre-School, particularly Mrs. Sarika Meshram, Mrs. Beaula, Mrs. Ujwalla Khobragade, Mrs. Sandhya Apalla and Mrs. Parul Bharne, along with the other teachers, worked hard for the success of the programme. Their dedication, preparation, coordination and teamwork contributed significantly to making the event successful and memorable.

The programme concluded with a heartfelt Vote of Thanks, expressing gratitude to the distinguished guests, school management, Principal, teachers, non-teaching staff, parents and students for their valuable contribution and participation.

The Independence Day celebration at Crescent Public School and Creative Minds Pre-School was ultimately a celebration of India’s past, present and future. It remembered the sacrifices that secured freedom, celebrated the achievements of today’s students and entrusted young learners with responsibilities for tomorrow.

The theme “One Nation, Many Voices” found expression in every part of the programme. The students spoke through their performances, their speeches, their achievements, their leadership and their commitment to the environment.

The Investiture Ceremony symbolised the beginning of a new leadership journey for the Head Boy, Head Girl, Council Members, Group Heads, Council Ambassadors and Class Ambassadors. The declaration of Baby Siddhi Chauhan and Master Farhaan Sheikh as USO Student Ambassadors further strengthened the school’s commitment to creating environmentally conscious and socially responsible citizens.

The celebration sent out a clear message: India’s strength lies in its diversity, but its future depends on how responsibly its young citizens use their voices and talents.

At Crescent Public School and Creative Minds Pre-School, Ballarpur, those young voices have already begun to speak — with confidence, responsibility and purpose.

One Nation. Many Voices. One Future.

Visit :

Website : www.crescentpublicschool.ac.in

Facebook : https://www.facebook.com/crescentspublic

Policy Predictability Can Support Climate-Resilient Agriculture

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The recent NHB assistance revision highlights the importance of clear transition arrangements for farmers, banks and the protected-cultivation sector.

For media publication | August 2026

A greenhouse is designed to serve a farmer for several years. Its financing is generally structured over several years as well. Crop planning, market arrangements, irrigation systems and operating practices are also developed with a long-term perspective.

For this reason, predictability in agricultural investment programmes is important for farmers, financial institutions and the wider horticulture sector.

On 21 August 2026, the National Horticulture Board issued Public Circular No. NHB/CC/Guidelines/2026-27/2101 amending provisions of its Commercial Horticulture and Cold Storage Scheme. Among the revised provisions, financial assistance for protected-cultivation projects in General Areas has been revised to 35%.

The Government has the authority to review and update financial-assistance programmes as circumstances change. At the same time, when a scheme supports capital-intensive projects, appropriate transition arrangements can help stakeholders adapt smoothly to revised provisions.

The discussion is therefore not only about the percentage of assistance. It is also about how policy changes are implemented for projects at different stages.

The importance of the project cycle

Protected cultivation requires considerably more preparation than a typical seasonal agricultural input.

A project may involve crop and climate assessment, water testing, technical design, quotations, preparation of a Detailed Project Report, promoter-equity planning, bank appraisal and the NHB clearance process.

Only after these stages does physical construction generally begin.

An indicative project journey may include:

  • 3–6 months for feasibility and project planning;
  • 1–3 months for DPR preparation and bank finance;
  • 1–2 months for Grant of Clearance processing;
  • 2–3 months for greenhouse construction; and
  • additional time for completion reporting, inspection, approval and release of assistance.

Actual timelines naturally vary by project, bank, documentation and administrative processing.

The important point is that a farmer reaching the Grant of Clearance stage on a particular date may have begun planning the project several months earlier.

By that stage, the farmer may already have invested time and money in technical studies, quotations, documentation, financing arrangements and site preparation.

Why the assistance percentage matters

Consider a simplified eligible project cost of ₹2 crore, subject to applicable ceilings, norms and eligible components.

At 50% At 35%
Illustrative eligible project cost ₹2 crore ₹2 crore
Illustrative assistance ₹1 crore ₹70 lakh
Balance outside assistance ₹1 crore ₹1.30 crore

The illustration shows a ₹30 lakh difference in assistance.

The actual assistance for any individual project will depend on the applicable NHB provisions, eligible components and admissible cost norms.

Nevertheless, a change of this magnitude can affect the financial structure of a capital-intensive project.

A farmer may need to review promoter contribution, borrowing requirements and repayment projections. A bank may also need to reassess the project’s financial assumptions.

For projects that are already substantially progressed, transitional clarity can therefore be particularly useful.

The role of banks

Protected-cultivation projects often involve institutional finance.

When evaluating a project, a bank may consider:

  • total project cost;
  • promoter contribution;
  • expected assistance;
  • term-loan requirement;
  • collateral;
  • projected production;
  • operating expenses;
  • expected revenue; and
  • repayment capacity.

Changes to any significant component of the project financing structure may require further assessment.

Clear guidance on the treatment of projects already under appraisal, sanctioned or under implementation can help banks make consistent decisions and help farmers understand their financial obligations.

Project costs and admissible norms

Protected cultivation involves a range of specialised components, including galvanised structural steel, aluminium profiles, greenhouse film, insect-proof and shade nets, irrigation and fertigation systems, pumps, electrical equipment, automation, foundations, transportation and installation.

Market prices for these inputs can change because of material prices, specifications, logistics, freight and procurement conditions.

Where actual market costs differ significantly from admissible cost norms, farmers may bear the difference between the approved cost and the actual project expenditure.

This makes periodic review of admissible cost norms important.

Assistance percentages and cost norms are therefore best considered together when assessing the overall financial viability of protected-cultivation projects.

Supporting modern horticulture

Protected cultivation can contribute to several agricultural objectives, including:

  • high-value horticulture;
  • improved crop-environment management;
  • efficient irrigation and fertigation;
  • better production planning;
  • quality consistency;
  • technology adoption; and
  • climate-risk management.

The sector also supports a broader ecosystem of greenhouse manufacturers, engineers, designers, irrigation companies, automation providers, transporters, installation teams, agronomists and farm workers.

Continued investment in this ecosystem can support the development of modern horticultural infrastructure.

Governance and implementation

Government schemes require appropriate safeguards to ensure that assistance reaches eligible beneficiaries and that public resources are used effectively.

Measures such as beneficiary verification, project inspection, documentation, digital monitoring and prevention of duplicate assistance can strengthen scheme implementation.

These administrative objectives can continue alongside a clear transition framework for projects already in progress.

A predictable transition does not prevent policy reform. Instead, it gives existing applicants and implementing agencies a clear understanding of how the revised provisions will apply.

The importance of pending projects

The revised circular provides for case-to-case treatment of ongoing and pending LoC/GoC applications and subsidy claims under the amended framework.

Further category-wise guidance could help stakeholders understand how different project stages will be treated.

For example, consideration could be given to projects involving:

  • already approved assistance;
  • completed construction;
  • construction already underway;
  • issued Grant of Clearance;
  • submitted GoC applications;
  • sanctioned bank loans;
  • formal bank applications under appraisal; and
  • other documented pre-existing project commitments.

The precise criteria would naturally be determined by NHB.

Clear rules would help farmers, banks and implementing agencies plan accordingly.

Prospective implementation as a possible transition approach

If the revised 35% assistance level is retained following review, a prospective implementation date could provide stakeholders with time to adjust.

1 April 2027 could serve as one possible date for applying the revised rate to genuinely new projects.

Such an approach would provide several months for:

  • farmers to reassess project feasibility;
  • banks to update appraisal assumptions;
  • NHB to issue detailed implementation guidance;
  • State agencies to align procedures;
  • project developers to revise quotations; and
  • applicants to make informed investment decisions.

Projects already substantially progressed could be addressed through clearly defined transitional provisions.

A balanced policy approach

There is no requirement for agricultural policy to remain unchanged indefinitely.

Government must be able to revise schemes in response to fiscal conditions, market developments, implementation experience and policy priorities.

At the same time, capital-intensive agricultural investments benefit from advance notice and clear transition arrangements.

A balanced approach could therefore combine:

  1. continued review of financial-assistance levels;
  2. periodic updating of admissible cost norms;
  3. strong beneficiary and project verification;
  4. clear treatment of pending applications;
  5. appropriate protection for genuine pre-existing commitments; and
  6. prospective implementation of major future financial changes wherever feasible.

Such an approach can support both effective public-resource management and continued private investment in horticultural infrastructure.

Building confidence in modern agriculture

India’s agricultural sector is increasingly adopting protected cultivation, precision irrigation, high-value horticulture and other technology-based production systems.

These investments require farmers and financial institutions to make decisions over several years.

Policy predictability can therefore complement financial assistance.

When farmers understand the applicable financial framework, banks can evaluate projects more confidently, suppliers can plan their businesses and implementing agencies can administer schemes more consistently.

The objective is not to prevent policy change.

The objective is to ensure that policy change is accompanied by sufficient clarity for those already making long-term investment decisions.

What could be considered

A practical approach could include:

Review the revised assistance level.
Assess the 35% rate against current project costs, financing conditions and horticultural-development objectives.

Review admissible cost norms.
Ensure that important greenhouse components are periodically benchmarked against prevailing market conditions.

Clarify pending cases.
Provide category-wise guidance for LoC, GoC and subsidy claims already in the system.

Consider transitional arrangements.
Provide appropriate treatment for projects with documented commitments under the earlier framework.

Consider prospective implementation.
If the revised rate is retained, consider applying it to genuinely new projects from 1 April 2027.

Maintain strong compliance systems.
Continue improving beneficiary verification, project inspection and monitoring.

Improve processing transparency.
Where feasible, publish indicative timelines for major processing stages.

Continue stakeholder engagement.
Regular consultation with farmers, banks, State agencies, technical experts and industry can help identify implementation issues early.

Conclusion

The revision of NHB assistance for protected cultivation is an important policy development for farmers, banks and the horticulture sector.

The Government has a legitimate role in reviewing and updating financial-assistance programmes.

At the same time, the capital-intensive and multi-stage nature of protected-cultivation projects makes transition arrangements particularly relevant.

A review of the revised assistance level, together with realistic cost norms and clear treatment of projects already in the pipeline, could help ensure a smooth implementation.

If the 35% rate is ultimately retained, prospective implementation from 1 April 2027, accompanied by suitable transitional provisions for genuine existing projects, could provide stakeholders with time to adapt.

India’s transition towards modern, technology-enabled and climate-resilient agriculture will require investment from farmers, financial institutions and the wider private sector.

Predictable policy, clear implementation and appropriate transition arrangements can help create the confidence needed for that investment.

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Hypotenuse Analytics Unveils ZSure.in — India’s Reality Trust Center — on the Nation’s 80th Independence Day

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AI-powered digital trust platform built to protect Indian citizens, institutions and democracy from the growing threat of deepfakes and synthetic media — a decisive step toward sovereign Indian AI

New Delhi, India — 15 August 2026 — On the historic occasion of India’s 80th Independence Day, Hypotenuse Analytics India Pvt. Ltd. today announced the public launch of ZSure.in, the Reality Trust Center™ — an indigenous AI platform purpose-built to detect, verify and explain AI-generated and manipulated digital content.

In an era where a single fabricated video can destroy reputations, manipulate elections, fuel communal tension or enable financial fraud, the fundamental question facing every Indian citizen and institution has become urgent:

“Can we still trust what we see?”

ZSure.in is India’s answer — a Made-in-India, built-by-Indians platform that moves beyond simplistic “real or fake” labels to deliver explainable digital authenticity intelligence for citizens, media, enterprises, law enforcement and government.

THE REAL-WORLD CRISIS: DEEPFAKES ARE NO LONGER SCIENCE FICTION

Deepfakes and synthetic media have moved from novelty to national challenge. Across India, citizens and institutions are already confronting:

  • Election integrity risks — fabricated speeches and videos that can sway public opinion in minutes
  • Financial and identity fraud — synthetic faces and voices used to bypass KYC and commit large-scale scams
  • Reputation and social harm — non-consensual deepfake content targeting individuals, especially women
  • Communal and national security threats — AI-generated content designed to inflame tensions or spread false narratives
  • Erosion of public trust — when citizens can no longer distinguish authentic journalism from fabricated media

These are not distant hypotheticals. They are daily realities that demand an Indian solution — built on Indian data, sensitive to Indian languages, cultural contexts and visual environments, and controlled by Indians.

ZSure.in: INDIA’S REALITY TRUST LAYER

ZSure.in analyses images and videos for signals associated with AI generation and manipulation. Critically, it does not stop at a binary verdict. The platform is engineered to deliver explainable authenticity intelligence — helping users understand why a piece of content raises concern, not merely that it does.

The platform has been developed with a rigorous India-first approach, trained and refined around Indian datasets exceeding 3 million data points and assets. This ensures the models understand India’s unique digital landscape — its languages, visual contexts, cultural signals and the specific ways synthetic media is weaponised against Indian audiences.

MISSION | Made in India. Built by Indians. For India.

85,000+ REGISTRATIONS. 2.9 MILLION+ VIEWS. INDIA IS READY.

ZSure.in enters public availability after an extraordinary pre-launch response that underscores the depth of public concern:

  • 85,000+ registrations before the platform went live
  • 2.9 million+ social-media views during the 20-day pre-launch campaign
  • Nationwide engagement reflecting growing demand for accessible, trustworthy verification tools

This response is a clear signal: Indian citizens want the ability to protect themselves and their communities from synthetic deception — and they want that capability built in India.

THE TEAM BEHIND INDIA’S REALITY TRUST CENTER

ZSure.in is the result of deep collaboration between industry leadership, engineering excellence and India’s premier research institutions.

Leadership

Harsh Vardhan, Founder & CEO — with more than two decades of experience leading complex global strategic initiatives — is driving Hypotenuse Analytics’ mission to build sovereign, domain-specific AI systems for India.

Prakher and Devanshi, Co-founders, have been instrumental in shaping the product vision, research direction and go-to-market execution of the Reality Trust Center.

Research & Academic Ecosystem

The platform draws on talent and scientific collaboration involving IIT Bhubaneswar, IIT Roorkee, IIT Kharagpur and IIT Delhi, alongside dedicated scientific advisors. This partnership ensures that ZSure.in is grounded in rigorous research while remaining sharply focused on real-world Indian use cases.

The broader Hypotenuse Analytics engineering and research team continues to expand the platform’s capabilities across multimodal intelligence, explainability and operational deployment. The company has also been recognised with an ET Most Innovative AI Startup 2026 nomination.

India’s digital future requires more than access to AI. It requires the ability to build, understand and control the intelligence systems that protect our citizens, our institutions and our digital ecosystem. Deepfakes are not just a technology problem — they are a trust problem, a security problem and a sovereignty problem. ZSure.in is our contribution to solving it from India, for India.

— Harsh Vardhan, Founder & CEO, Hypotenuse Analytics

FROM DEEPFAKE DETECTION TO INDIA’S SOVEREIGN INTELLIGENCE LAYER

ZSure.in is one pillar of Hypotenuse Analytics’ broader multimodal real-world intelligence platform. The company’s architecture integrates:

  • Reality Trust Center™ — deepfake, synthetic-media and digital authenticity intelligence
  • Critical Infrastructure Intelligence — AI-powered structural health monitoring to predict failures and strengthen resilience
  • SURVEILLANCE INTELLIGENCE LAB™ — multimodal systems that reduce alert fatigue and convert video into actionable insight
  • Digital Twins — AI-powered digital representations that connect sensor, visual and operational data to predictive intelligence

The unifying vision is clear: convert fragmented real-world signals into operational truth — across authenticity, infrastructure and industrial systems — through an integrated intelligence architecture:

Sense → Understand → Infer → Predict → Act

On India’s 80th Independence Day, the launch of ZSure.in carries a larger national message:

True technological independence means the ability to build our own intelligence systems, protect our own digital reality, and solve our own critical problems — without waiting for solutions designed elsewhere.

ZSure.in is now live for public use.

ZSure.in — Reality Trust Center™

Made in India | Built by Indians | For India

About Hypotenuse Analytics

Hypotenuse Analytics India Pvt. Ltd. is an Indian DeepTech company building a multimodal real-world inference engine across infrastructure, authenticity and industrial systems. Its intelligence platform includes Critical Infrastructure Intelligence, SURVEILLANCE INTELLIGENCE LAB™, Reality Trust Center™ and Hypotenuse Command Center™, with a focus on AI, computer vision, structural intelligence, digital trust and Digital Twins.

Platform

ZSure.in

Company

Hypotenuse Analytics India Pvt. Ltd.

Web

HypotenuseAnalytics.com | ZSure.in

Mamta Prajapati: Mumbai-Based Actress and Model Builds a Versatile Entertainment Portfolio

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From Surat to Mumbai, the 26-year-old performer is developing a portfolio spanning acting, music videos, print shoots and runway work.

A Performer With Multiple Creative Interests

Mamta Prajapati is a 26-year-old actress and model from Surat, Gujarat, who is currently based in Mumbai. According to the artist-supplied profile, her professional interests include acting, music, print shoots and volleyball. Her portfolio also includes runway work and screen-related projects.

From Surat to Mumbai

Mumbai remains a major centre for Indian entertainment, and Prajapati is positioning herself within that ecosystem through a growing collection of visual, screen and fashion work. Her supplied portfolio presents her as an emerging performer interested in opportunities across films, music videos, modelling and fashion.

A Portfolio Built Around Visual Performance

Her introduction reel and audition video provide an accessible starting point for viewers and industry professionals looking to explore her screen presence. The combination of acting material, music-video work and fashion imagery gives the profile a broad entertainment focus.

Professional Snapshot

The supplied profile lists her height as 5 feet 3 inches without heels, hometown as Surat, Gujarat, and current location as Mumbai. Professional enquiries can be directed to the supplied email address.

Profile: Mamta Prajapati | Age: 26 | Height: 5’3″ without heels | Hometown: Surat, Gujarat | Current location: Mumbai | Interests: Acting, Music, Print Shoots, Volleyball

Editorial note: This feature is based on information supplied for the artist profile. It is not presented as independent investigative reporting. External project credits should be verified by the publisher before publication.

Madam G Expands Its AI-Powered Beauty Services to 25 Cities Across India

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Madam G, an emerging AI-powered beauty and wellness platform, is expanding its technology-driven beauty services to 25 cities across India, marking a significant step in its mission to make professional beauty and personal care services more accessible, convenient, and technology-enabled for modern consumers.

Founded by Sujit Prasad, Madam G is working to transform the traditional beauty service experience by combining technology, artificial intelligence, trained professionals, and doorstep convenience. With a growing network of 650+ expert beauticians, the company is building a strong professional ecosystem across cities including Siliguri, Hyderabad, Pune, Jaipur, Bangalore, Noida, Delhi, Gurgaon, Chandigarh, and other Indian cities. With this expanding network and technology-led approach, Madam G is working toward establishing itself as a No. 1 choice in the technology-enabled beauty and wellness space.

With consumers becoming more comfortable with digital-first services, the beauty industry is undergoing a major transformation. Customers are no longer looking only for traditional salon visits. They are increasingly seeking services that offer convenience, personalization, transparent experiences, and the ability to book professional treatments according to their schedules. Madam G aims to address these changing expectations through its AI-powered approach.

Bringing Technology Into Everyday Beauty Services

The beauty and wellness industry has traditionally depended heavily on physical salons and conventional appointment systems. While salons continue to remain an important part of the industry, changing consumer habits have created demand for more flexible alternatives.

Madam G is designed around this evolving consumer behaviour. Its technology-led platform aims to simplify the process of discovering and accessing beauty services while making professional care more convenient for customers.

Through its AI-powered approach, the company is exploring how technology can support different aspects of the beauty-service journey, from understanding customer requirements and service preferences to improving the overall booking and service experience.

The objective is not to replace beauty professionals with technology but to use technology as an enabler. By bringing AI and professional expertise together, Madam G aims to create a more efficient ecosystem in which customers can access beauty services with greater ease.

Expansion Across 25 Indian Cities

The expansion of Madam G to 25 cities represents an important milestone for the company. India is a highly diverse market, with consumers across metropolitan cities, emerging urban centres, and developing markets increasingly adopting digital services.

By expanding its presence across multiple cities, Madam G aims to bring its technology-enabled beauty ecosystem closer to a wider customer base.

The company’s expansion strategy reflects a broader shift in India’s service economy, where consumers are increasingly choosing on-demand and doorstep solutions for everyday needs. Beauty and wellness are no exception.

For working professionals, entrepreneurs, homemakers, students, elderly customers, and individuals with demanding schedules, travelling to a salon can often require additional planning and time. Doorstep beauty services provide an alternative by allowing customers to receive professional services in a familiar environment.

Madam G aims to build on this demand by making beauty services more accessible through a technology-first platform while bringing greater convenience to customers across its expanding network of cities.

Sujit Prasad’s Vision for the Beauty Industry

At the centre of Madam G’s growth journey is its founder, Sujit Prasad, who is focused on using technology to address some of the longstanding challenges within India’s beauty-service ecosystem.

Prasad’s vision goes beyond simply creating another beauty booking platform. The broader objective is to build a technology-enabled beauty ecosystem where convenience, personalization, professional service, and innovation can work together.

The integration of artificial intelligence into the beauty industry opens new opportunities for understanding consumer preferences and improving service delivery. AI can potentially help businesses identify patterns in customer behaviour, support personalized recommendations, streamline operations, and improve decision-making.

For Madam G, technology is therefore viewed as a strategic tool for creating a more customer-centric beauty experience.

The company’s expansion also reflects the growing entrepreneurial opportunity within India’s beauty and wellness sector. As consumer expectations continue to evolve, businesses that can combine professional expertise with digital innovation may play an important role in shaping the next phase of the industry.

Making Beauty Services More Convenient

One of the strongest drivers behind the growth of home beauty services is convenience. Modern consumers often manage demanding professional and personal responsibilities simultaneously. Finding time for appointments, commuting through traffic, and waiting at salons can make traditional beauty routines difficult to maintain.

Doorstep services provide a practical alternative.

Instead of travelling to a salon, customers can schedule professional beauty services at a location that is convenient for them. This can make routine grooming and self-care easier to incorporate into busy schedules.

Madam G’s expansion across 25 cities aims to support this growing preference for convenience. From routine grooming to special occasions, customers increasingly want beauty services that can adapt to their lifestyles rather than requiring them to reorganize their day around an appointment.

Rakhi Celebration Offer for Families

As Raksha Bandhan brings families together to celebrate the special bond between brothers and sisters, Madam G is introducing a special Rakhi offer to make the occasion even more memorable. Customers can enjoy professional beauty and wellness services from the comfort of their homes, making it easier to prepare for family gatherings, festive celebrations, and Rakhi moments without the need to visit a salon. The initiative reflects Madam G’s commitment to combining convenience, professional beauty expertise, and personalized service, allowing customers to enjoy self-care while spending quality time with their loved ones during the festive season.

Personalization Through Artificial Intelligence

Personalization is becoming increasingly important in the beauty industry. Every customer has different preferences, requirements, skin and hair concerns, lifestyle habits, and expectations from a beauty service.

A technology-driven approach can help businesses move toward more personalized experiences by using customer preferences and service information more effectively.

Madam G’s AI-powered vision focuses on using technology to make the beauty journey more responsive to individual needs. As AI continues to evolve, its applications within beauty and wellness could include personalized service discovery, customer preference analysis, operational optimization, and intelligent recommendations.

This creates opportunities for a more connected experience between customers, beauty professionals, and service providers.

However, Madam G’s approach places professional human expertise at the heart of service delivery. Technology can assist with discovery, personalization, and operations, while trained professionals continue to deliver the actual beauty experience.

Supporting the Future of India’s Beauty Economy

India’s beauty and personal-care market is changing rapidly. Growing disposable incomes, increased awareness of grooming and wellness, social media influence, urbanization, and digital adoption are contributing to new consumer expectations.

The rise of doorstep services is part of this larger transformation.

Customers today increasingly value experiences that are convenient, transparent, personalized, and easy to access. At the same time, beauty professionals are looking for platforms that can help them connect with customers and participate in the growing on-demand service economy.

Madam G aims to create value for both sides of this ecosystem.

Its expansion to 25 cities is therefore not simply about geographic growth. It represents an effort to establish a scalable technology-enabled model that can respond to the changing relationship between consumers, beauty professionals, and digital platforms.

The company’s Independence Day initiative for Army officers’ families further demonstrates this customer-oriented approach. By offering 20% off from 14 August to 16 August, Madam G is combining its service offering with a gesture of appreciation during one of India’s most significant national celebrations.

Building Trust Through Technology and Service

Trust remains an important factor in the beauty and wellness industry. Customers want confidence in the quality of services, professionalism of service providers, and overall booking experience.

As Madam G expands, maintaining consistency and customer satisfaction across cities will remain an important part of its growth journey.

Technology can play a role in supporting this process by helping platforms organize customer information, streamline bookings, improve communication, and create more structured service experiences.

At the same time, the human element remains essential. Beauty services involve personal interaction, professional skill, and customer understanding. Madam G’s technology-led model seeks to combine these human and digital elements rather than treating them as separate components.

A New Chapter for Madam G

The expansion to 25 cities marks a new chapter in Madam G’s journey and highlights the company’s ambition to become a significant technology-driven player in India’s beauty and wellness ecosystem.

As the company continues to expand, its focus is expected to remain on improving accessibility, enhancing customer convenience, leveraging artificial intelligence, and strengthening the connection between consumers and professional beauty services.

Founder Sujit Prasad believes that the future of beauty services will increasingly be shaped by the intersection of technology and human expertise. With AI becoming more integrated into everyday consumer experiences, the beauty industry has an opportunity to move toward services that are smarter, more personalized, and more convenient.

At the same time, initiatives such as Madam G’s 20% Independence Day discount for Army officers’ wives and families, available from 14 August to 16 August, reflect the company’s effort to connect its growing service platform with meaningful customer experiences. The offer provides eligible families an opportunity to access professional beauty and wellness services while celebrating Independence Day and the spirit of gratitude associated with the occasion.

Madam G’s presence across 25 cities represents a step toward that future.

By combining AI-powered technology with professional beauty services and doorstep convenience, Madam G is positioning itself at the intersection of India’s rapidly growing beauty, wellness, and digital-service economies.

As consumer expectations continue to evolve, the company’s expansion demonstrates the growing demand for beauty solutions designed around modern lifestyles. With its technology-first approach, expanding city presence, and customer-focused initiatives, Madam G aims to make professional beauty services more accessible while contributing to the ongoing digital transformation of India’s beauty industry.

About Madam G

Madam G is an AI-powered beauty and wellness platform founded by Sujit Prasad, focused on transforming the way consumers access professional beauty services. By combining artificial intelligence, technology, professional beauty expertise, and convenient service delivery, Madam G aims to create a more accessible and personalized beauty experience for customers across India.

With its expansion to 25 cities, the company is working toward building a scalable technology-driven beauty ecosystem for the next generation of Indian consumers. Through its technology-led services and customer-focused initiatives, Madam G continues to explore new ways to make professional beauty and wellness experiences more convenient, accessible, and personalized.

FYC Professional Accelerates National Expansion After Serving 1+ Million Customers, Strengthening India’s Salon Skincare Ecosystem

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With a rapidly growing salon network, loyal repeat customer base, expanding distribution channels, and digital-first strategy, FYC Professional is entering its next phase of growth across India’s booming beauty market.

NEW DELHI, [DATE], 2026: India’s beauty and personal care industry is undergoing a significant transformation as consumers increasingly seek ingredient-led, salon-quality skincare and personalized beauty solutions. Industry reports estimate that the Indian beauty and personal care market is expected to cross USD 34 billion in the coming years, driven by rising disposable incomes, greater skincare awareness, premiumization, and digital commerce.

Against this backdrop, FYC Professional, the salon-grade skincare brand from Yavi Cosmetics Private Limited, has announced its next phase of national expansion after building a strong presence across India’s professional beauty industry.

Having served more than 1 million customers, built a growing network of salon partners and distributors, and earned the trust of a large base of loyal repeat customers, the Delhi-based brand is now focusing on expanding its distribution footprint, strengthening salon collaborations, and accelerating its omnichannel growth strategy.

Built for Beauty Professionals, Trusted by Consumers

Unlike many skincare brands that primarily target retail consumers, FYC Professional has adopted a salon-first approach since its inception. By working closely with beauty professionals, salon owners,

distributors, and skincare experts, the brand has developed solutions designed specifically for professional treatments while also meeting evolving consumer expectations.

This close collaboration has enabled the company to understand real salon requirements, continuously improve product formulations, and deliver consistent treatment experiences across different skin concerns.

Strong Growth Backed by Customer Trust

Over the years, FYC Professional has achieved several important milestones that reflect its growing position within India’s professional beauty industry.

The brand today proudly highlights:

  • 1+ Million Happy Customers
  • A Strong Community of Loyal Repeat Customers
  • Growing Network of Salon Partners Across India
  • Expanding Distributor & Retail Presence
  • Availability Through Official Website and Leading Online Marketplaces
  • A Continuously Expanding Portfolio Inspired by Global Skincare Trends

According to the company, these achievements have been driven by consistent product quality, customer satisfaction, and long-term relationships with beauty professionals.

Riding the Wave of India’s Professional Beauty Boom

India’s salon industry continues to evolve rapidly as consumers increasingly choose advanced facial treatments over basic cosmetic services. Growing awareness around active ingredients, Korean skincare philosophies, and customized skincare routines has created new opportunities for brands that combine innovation with professional expertise.

FYC Professional believes this shift is redefining the role of salons from service providers to trusted skincare advisors and continues to invest in products that help professionals deliver visible, consistent results.

Innovation Designed Around Modern Skincare Needs

The company’s product portfolio has evolved alongside changing consumer preferences. Its range includes:

  • Korean Glass Skin Facial
  • Hydra Boost Facial
  • Wedding Glow Facial
  • Luster Gold Facial
  • Diamond Skin Polish and Purifier Facial
  • Red-Wine
  • Green Coffee Facial Kit
  • Additional salon-grade skincare systems for specialized treatments

Each solution is developed to address specific skin concerns while helping salons offer customized skincare experiences rather than generic facial treatments.

Expanding Through an Omnichannel Strategy

While salons remain the foundation of the brand’s business, FYC Professional is strengthening its digital presence to improve accessibility for professionals and consumers alike.

Through its official website, online marketplaces, distributors, retailers, and salon partners, the company is building an integrated ecosystem that enables customers across India to access its growing skincare portfolio with greater convenience.

This omnichannel approach supports both business growth and stronger customer engagement while helping beauty professionals stay connected with the latest product innovations.

Founders’ Vision

Speaking on the company’s next phase of expansion, founders Neha Aggarwal and Neeraj Aggarwal

said:

“Our vision has always been bigger than creating skincare products. We are building an ecosystem where beauty professionals have access to advanced formulations, reliable product quality, and continuous innovation. Crossing the milestone of more than one million customers motivates us to keep raising industry standards while strengthening partnerships with salons, distributors, and skincare professionals across India. As the market evolves, we remain committed to making salon-quality skincare more accessible, more effective, and more trusted.”

 Looking Ahead

As India’s professional beauty industry enters a new phase of premiumization and informed skincare choices, FYC Professional plans to further expand its national footprint through stronger distribution partnerships, wider salon collaborations, continued product innovation, and digital commerce initiatives.

The company believes that sustained growth will be driven not only by innovative products but also by education, long-term professional relationships, and a deep understanding of evolving consumer expectations.

With customer trust, salon partnerships, and product innovation at the core of its strategy, FYC Professional aims to continue shaping the future of India’s salon skincare industry.

About FYC Professional

FYC Professional is the salon-grade skincare brand of Yavi Cosmetics Private Limited, offering advanced facial kits and skincare solutions for salons, beauty professionals, distributors, retailers, and consumers across India. Having served 1+ million customers, the brand has established a strong presence through its growing salon network, loyal repeat customer base, expanding distribution ecosystem, and leading online marketplaces. Its portfolio includes Korean Glass Skin, Hydra Boost, Wedding Glow, Gold Luster,Korean Glass Skin Facial, Diamond Skin Polish and Purifier Facial, Red-Wine, Green Coffee Facial Kit, and other treatment-focused skincare solutions developed to meet the evolving needs of India’s professional beauty industry. Through innovation, education, and strategic partnerships, FYC Professional continues to strengthen its position as a trusted salon skincare brand nationwide.

Inside the Boarding House: How Vishwashanti Gurukul World School Supports Student and Staff Wellbeing

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Building a safe, supportive and inclusive boarding environment through everyday care, structured wellbeing programmes and a strong partnership between students, staff and families.

PUNE, MAHARASHTRA, INDIA — Vishwashanti Gurukul World School (VGWS), an IB Continuum World School offering PYP, MYP, DP and CP from its residential campus in Pune, has continued to strengthen its approach to student and staff wellbeing through its Wellbeing and Inclusion Department.

At the heart of this work is Dr. Abhiruchi Udayan, Head – Wellbeing and Inclusion, whose work brings together counselling, special education, adolescent development, staff wellbeing and parent engagement.

With a PhD in Stress Management & Coping Skills, an MSc in Counselling and Therapies, a Master’s in Labour Laws & Personnel Management, a PGDHRM, and postgraduate qualifications in Adolescent Psychology, Cyber Psychology, Neuroscience Coaching, Art Therapy, Autism Management and Neuro-Linguistic Programming, Dr. Abhiruchi brings a multidisciplinary perspective to wellbeing.

What stands out in her work, however, is not simply the range of qualifications, but the way she uses that learning in everyday school life—to make conversations around mental health, behaviour, inclusion, adolescence and emotional wellbeing more accessible to students, parents and educators.

About VGWS

VGWS’s residential setting brings together students, teachers, house parents, wardens, counsellors and families in a close-knit community. In such an environment, wellbeing cannot remain the responsibility of one department.

The school’s Wellbeing and Inclusion Department works closely with academic and residential teams to create systems of support for students, while also helping teachers and parents understand the changing emotional and behavioural needs of children and adolescents.

Dr. Abhiruchi’s role is therefore not limited to individual counselling. She works across the school to connect student support, inclusion, life skills, parent education, staff development and safeguarding.

The larger objective is to create an environment where asking for help is normal, concerns are noticed early and students are supported with both care and accountability.

Department Leadership

Dr. Abhiruchi Udayan’s professional journey brings together psychology, counselling, special education, human resources and organisational wellbeing.

Her PhD in Stress Management & Coping Skills and her postgraduate training across counselling, adolescent psychology, cyberpsychology, neuroscience coaching, art therapy and autism management have helped shape a broad understanding of the different factors that influence a child’s wellbeing.

She brings this perspective to VGWS through counselling, student interventions, parent conversations, staff training, life-skills education, inclusion and wellbeing initiatives.

Her work also extends beyond the school community. Through parent education, adolescent awareness programmes, professional development and conversations around mental health and child safety, she seeks to make psychological understanding more accessible to families and educators.

For Dr. Abhiruchi, wellbeing is not about removing every difficulty from a child’s life. It is about helping children develop the understanding, confidence and support systems they need to navigate those difficulties.

How VGWS Structures Wellness Across Boarding Life

Rather than treating wellbeing as a single activity or an occasional intervention, VGWS has developed recurring programmes and initiatives across emotional awareness, behavioural guidance, physical wellness, inclusion, adolescent health and child safety.

Dr. Abhiruchi works with the wider school team to plan and support many of these initiatives, while teachers, house parents, wardens and other staff play an equally important role in taking the work into everyday school and boarding life.

  1. Emotional Wellness
Focus Programme / Activity
Ongoing emotional awareness Student- and parent-facing conversations around recognising emotions, understanding behaviour and noticing what children may not always express openly.
Structured parent webinars Jigyasa Webinar Series covering adolescent mental health, the teenage brain, digital wellbeing, parenting teenagers and related concerns
Life-skills reinforcement Student activities such as the Habit Auction, encouraging students to reflect on their habits, choices and personal responsibility.
Emotional intelligence education

 

 Sessions such as “Mending the Inner Compass”, helping students understand emotional intelligence as an everyday life skill.

A significant part of Dr. Abhiruchi’s work is creating spaces where difficult conversations become easier to have—whether that conversation is with a student, parent or teacher.

  1. Behavioural Guidance & Digital-Age Parenting
Focus Programme / Activity
Adolescent development

 

 Jigyasa sessions such as “Parenting Made Simple”, helping parents understand the teenage brain and changing adolescent behaviour.
Digital behaviour & cyber safety Digital parenting and cyberpsychology sessions focused on children’s online lives and responsible technology use.
Substance-free culture Student awareness initiatives supporting a healthy, substance-free boarding environment.
Safeguarding

 

 Child-safety awareness aligned with the school’s safeguarding framework and India’s POCSO requirements.

Her approach is often to help adults look beyond the behaviour itself and understand what may be driving it. This allows discipline, counselling and student support to work together rather than operate separately.

  1. Physical & Mental Wellness
Focus Programme / Activity
Movement & mindfulness Yoga, movement and mindfulness incorporated into boarding and activity routines.

 
Experiential wellbeing Night camps and outdoor adventure experiences that encourage resilience, teamwork and independence.

 
Cultural & recreational outings Boarding outings and visits that give students opportunities to step away from academic routines and experience the world beyond the classroom.

Wellbeing, in this approach, is not limited to conversations about mental health. Rest, movement, friendships, recreation, creativity and meaningful experiences are all part of a healthy residential life.

  1. Inclusion & Community Values
Focus Programme / Activity
Inclusive education Participation in platforms such as the World Inclusion Conference (WIC 2026) and continued work around inclusive practices.
Family connection for boarders

 

 International Day of Families and other initiatives that help students living away from home maintain a sense of connection.

 
Values & empathy building Community-service experiences, including old-age-home visits, encouraging empathy, gratitude and social responsibility.

 

Dr. Abhiruchi’s work in this area brings together her experience in counselling and special education, with an emphasis on seeing each student as an individual with different strengths, needs and ways of learning.

  1. Adolescent Health & Life Education
Focus Programme / Activity
Puberty, sex education & digital-safety awareness Sessions for MYP 1–3 students on puberty, sex education and pornography awareness, conducted in partnership with NGO Prayas and organised separately for boys and girls.

These sessions are designed as facilitated conversations rather than one-way lectures.

Students are given a safe, age-appropriate space to ask questions that they may otherwise hesitate to discuss. Dr. Abhiruchi’s role is to ensure that these conversations remain respectful, developmentally appropriate and grounded in psychological understanding.

The intention is not simply to provide information, but to help young people make safer and more informed choices.

Student-Led Wellbeing Governance

VGWS also recognises that students themselves have an important role to play in creating a positive wellbeing culture.

The school’s Student Well-Being Council provides students with an opportunity to contribute to conversations around wellbeing and peer support.

The council is headed by student leader Master Rudraksh Verma, reflecting the school’s belief that wellbeing should not only be something adults provide for students—it should also be something students learn to contribute to within their community.

Student Voice & Staff Accountability

For boarding students, maintaining a strong connection with family remains an important part of wellbeing.

VGWS facilitates daily parent phone calls and weekly video calls, along with individual parent interactions and regular opportunities for families to remain connected with their children.

Buddy programmes, weekend activities and outings also provide students with opportunities to develop friendships and a sense of belonging within the boarding community.

At the same time, Dr. Abhiruchi’s work extends to the adults who work with students every day.

Through the school’s INSET programme, she has contributed to sessions such as “From Transactions to Trust” on parent interactions, classroom and behaviour management, POSH awareness, and professional reflection and growth.

The underlying belief is simple: when adults feel supported, understood and better equipped, they are better placed to support children.

Leadership Perspective

“Wellbeing is not about making a child’s journey free from challenges. It is about making sure that when a child faces a challenge, there is someone who notices, someone who listens and someone who helps them find a way forward.

At school, we are privileged to be part of that journey. My role is to bring together psychological understanding, compassion and practical support—but the real work happens when counselors, teachers, house parents, families and students work together.”

— Dr. Abhiruchi Udayan, Head – Wellbeing and Inclusion, Vishwashanti Gurukul World School

The Work Beyond the Title

For Dr. Abhiruchi, the work often extends beyond formal programmes and scheduled sessions.

It may be a conversation with a student who is struggling to settle into boarding life, a parent who needs help understanding a child’s behaviour, a teacher trying to respond to a difficult classroom situation, or a colleague who simply needs someone to listen.

Her work is rooted in the belief that psychological support should not feel distant or clinical. It should be approachable, respectful and part of everyday school life.

Through VGWS, she continues to bring these principles into the school community while also contributing to wider conversations around adolescent wellbeing, inclusion, mental health awareness, parenting and education.

The strength of this work, however, lies in the collective effort around it.

A counsellor can begin a conversation. A teacher can notice a change. A house parent can provide comfort. A parent can listen. A student can reach out to a friend. And together, these small acts can create a much safer and kinder environment for children to grow.

 Frequently Asked Questions

Who oversees student emotional and behavioural wellbeing at Vishwashanti Gurukul World School?

Dr. Abhiruchi Udayan, Head – Wellbeing and Inclusion, leads the school’s wellbeing work, supported by counsellors, special educators, teachers, residential staff and school leadership.

What does Dr. Abhiruchi bring to VGWS?

Her work brings together counselling, stress management, adolescent psychology, special education, cyberpsychology, staff wellbeing and parent education. Her multidisciplinary background allows her to approach student wellbeing from both psychological and educational perspectives.

What programmes does VGWS run for boarding student wellbeing?

The school runs initiatives including the Jigyasa parent webinar series, life-skills activities, digital parenting and cyber-safety sessions, student wellbeing programmes, community experiences, counselling support and adolescent health education.

How does VGWS support boarding students’ connection with their families?

The school facilitates daily phone calls, weekly video calls, parent interactions, family-focused programmes, buddy activities and weekend outings to help students maintain meaningful connections while living on campus.

Does VGWS focus on staff wellbeing too?

Yes. The Wellbeing and Inclusion Department also contributes to staff development through INSET sessions on parent communication, classroom and behaviour management, POSH awareness, professional reflection and building healthier relationships within the school community.

Does VGWS provide age-appropriate adolescent health education?

Yes. VGWS works with Prayas to conduct age-appropriate sessions for MYP 1–3 students around puberty, sex education, personal safety and pornography awareness, with separate sessions for boys and girls.

Do VGWS students have a voice in wellbeing?

Yes. Through the Student Well-Being Council and other student-led initiatives, students are encouraged to participate in building a positive and supportive campus culture.

Media Contact

Vishwashanti Gurukul World School, Pune, Maharashtra, India

Website: www.mitgurukul.com  |  Email: admissions@mitgurukul.com  |  Phone: 7897894804

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Vatsal Shah: Bridging AI Architecture, Governance, and Business Transformation

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Enterprise artificial intelligence is moving from experimentation into a more demanding stage. Businesses are no longer impressed simply because an AI model can generate an answer or an AI agent can complete a task. The harder questions are now about what happens after the demonstration: Can the technology work reliably in a real business environment? Can its risks be controlled? Can executives understand the investment? And, most importantly, can the organization prove that AI is creating measurable value?

These questions sit at the center of the work of Vatsal Shah, an AI Leader, Solution Architect, and Technical Project Manager based in Ahmedabad, Gujarat. With more than 15 years of professional experience, 120+ projects, 50+ global clients, and 150+ certifications, Vatsal works with organizations navigating the difficult space between AI innovation and enterprise execution. His professional and consulting profile can be explored through shahvatsal.com, which provides a direct channel for organizations interested in consulting enquiries.

His experience spans enterprise agentic AI, production Large Language Model (LLM) platforms, digital transformation, Agile, DevOps, solution architecture, and technical program leadership. But his approach is not centered on adopting technology simply because it is new. Instead, he focuses on helping organizations understand how AI can be structured, governed, measured, and integrated into the way a business actually operates.

The Enterprise AI Question Has Changed

The first wave of generative AI created excitement across industries. Companies experimented with chatbots, content generation, automated analysis, and AI assistants. As the technology matured, however, the conversation began to change.

For enterprise leaders, building a successful demonstration is only the beginning.

A system that works in a controlled environment may face very different challenges when connected to sensitive company information, existing software, employees, customers, and business-critical processes. Security, reliability, costs, accountability, performance, and operational ownership all become part of the decision.

Vatsal’s work focuses on this less visible but increasingly important side of AI adoption.

His experience with Fortune-scale LLM platforms and India-based Global Capability Centre (GCC) transformations has exposed him to the realities of moving AI initiatives beyond proof-of-concept stages. A proof of concept is essentially an early demonstration used to test whether an idea can work. For enterprise organizations, the challenge is proving that the idea can continue to work when thousands of users, complex systems, business rules, and governance requirements are introduced.

That distinction is becoming critical as companies increase their AI investments.

Making Technology Decisions Understandable to the Boardroom

One of the biggest challenges surrounding enterprise AI is not always technical. It is the ability to explain complicated technology decisions in business language.

A board or senior leadership team may not need to understand every technical detail behind an AI platform. They do, however, need clear answers about why an architecture was selected, what risks exist, how those risks will be managed, what the investment is expected to deliver, and how success will be measured.

This is where Vatsal places strong emphasis on governance.

In simple terms, AI governance means creating clear rules, responsibilities, controls, and measurement systems around the use of AI. It gives organizations a framework for answering questions about accountability, risk, performance, security, and responsible operation.

Vatsal’s work includes board-ready Architecture Decision Records, or ADRs. These documents capture important technology decisions and the reasoning behind them, allowing technical choices to be communicated more clearly to senior stakeholders.

The objective is straightforward: important technology decisions should not depend on complicated explanations or individual memory. They should be documented in a way that allows business and technology leaders to understand what was decided, why it was decided, and what assumptions were involved.

For organizations making large AI investments, that transparency can make transformation easier to manage.

Agentic AI Brings a New Governance Challenge

The growing interest in agentic AI adds another layer to the enterprise conversation.

Traditional AI applications often respond to a specific request. Agentic AI can be designed to handle multiple steps within a workflow, potentially making decisions, using tools, retrieving information, and completing tasks with less human intervention.

That creates opportunities for organizations to automate more complex processes. It also creates new questions.

What should an AI agent be allowed to do? Where should human approval be required? How should its actions be monitored? What happens when it makes an incorrect decision? How can an organization measure whether the agent is actually improving the process?

These are not questions that can be answered by technology alone.

Vatsal’s approach to agentic AI considers the operating model around the technology. An operating model is essentially the structure that defines how people, processes, responsibilities, technology, and controls work together.

This perspective becomes increasingly important as businesses move from individual AI tools toward AI systems that participate directly in enterprise workflows.

The Problem Behind the Technology

For Vatsal, the challenge is ultimately bigger than implementing an AI platform.

Organizations can purchase technology, hire specialists, and launch pilots, but transformation can still fail if the business does not know how to operate the solution effectively.

This is one of the recurring problems his work seeks to address: turning technology ambition into an operating capability.

The distinction matters because successful transformation requires coordination between technical teams, business leaders, project teams, and decision-makers. Everyone needs to understand what the technology is expected to achieve and how its performance will be evaluated.

That is why Vatsal brings together AI leadership, solution architecture, and technical project management. The combination allows him to consider not only what should be built, but also how it should be delivered, governed, measured, and maintained.

Behind the technical terminology is a simple business concern: organizations want to know that their technology investments will solve real problems rather than create another layer of complexity.

Experience Supported by Continuous Learning

Vatsal’s professional profile reflects both extensive project experience and a strong commitment to continuous learning.

Across more than 15 years, he has worked on 120+ projects for more than 50 global clients across GCC, US, and European enterprise environments. His 150+ certifications further demonstrate his continued investment in developing technical and professional expertise.

This combination of experience and learning allows him to operate across several levels of enterprise transformation.

He can engage with technical questions around architecture and AI platforms while also considering delivery, program management, governance, and business outcomes.

For organizations dealing with rapidly changing AI technologies, that cross-functional perspective can be particularly valuable because enterprise transformation rarely fits into one technology category.

Two Consulting Brands Built Around Practical Technology

Vatsal’s philosophy also extends through two independent technology-focused brands: Agile Tech Guru by Vatsal Shah and Business Tech Navigator.

Agile Tech Guru by Vatsal Shah focuses on Agile, DevOps, and AI consulting for engineering leaders. Its approach is centered on understanding how teams actually deliver technology, identifying inefficient practices, and introducing improvements that can be evaluated through measurable results.

Organizations interested in Vatsal’s work around Agile, DevOps, AI consulting, and engineering leadership can explore the practice through Agile Tech Guru.

Rather than treating transformation as a presentation exercise, the practice emphasizes practical changes in engineering and delivery environments.

Business Tech Navigator focuses more specifically on enterprise AI and digital transformation. The practice works around areas such as enterprise AI readiness, agentic AI operating models, and technology transformation strategy.

Organizations and business leaders looking for guidance in these areas can learn more about the consulting practice through Business Tech Navigator.

Its broader purpose is to help boards and business operators make high-stakes technology decisions with greater clarity before committing to large-scale implementation.

Both practices reflect a common philosophy: technology recommendations should ultimately connect back to business reality.

From AI Excitement to AI Accountability

The next stage of enterprise AI will likely be defined less by novelty and more by accountability.

As organizations move more AI systems into production, executives will increasingly ask for evidence. They will want to know whether AI is reducing costs, improving productivity, increasing revenue, improving customer experiences, or creating other measurable benefits.

They will also want to understand the risks.

That means architecture, governance, metrics, and execution cannot be treated as separate conversations. They need to work together from the beginning of an AI initiative.

This is the area where Vatsal’s professional focus becomes particularly relevant. His work is centered on creating the foundations that allow organizations to move from AI experimentation toward structured enterprise adoption.

For him, a successful AI initiative should be more than technically impressive. It should be understandable to decision-makers, measurable against business objectives, governed appropriately, and practical enough to operate over the long term.

Ahmedabad to Global Enterprise Technology

Vatsal’s base in Ahmedabad is also an important part of his professional story.

Working from India while engaging with global enterprise environments demonstrates how technology leadership is becoming increasingly distributed. Enterprise AI expertise is no longer limited to traditional technology centers, and professionals in cities such as Ahmedabad are contributing to projects and transformation programs with international relevance.

His work across GCC, US, European, APAC, and North American contexts reflects this increasingly global nature of technology delivery.

For Vatsal, the geography may be Ahmedabad, but the problems being addressed are global: how organizations can make better technology decisions, implement AI responsibly, and convert emerging capabilities into sustainable business value.

A More Practical Definition of Enterprise AI Success

The future of enterprise AI will not be determined only by who adopts the newest model or builds the most impressive AI demonstration.

It will increasingly be determined by who can make AI work consistently inside a real organization.

That requires strong architecture, clear governance, measurable outcomes, accountable decision-making, and disciplined execution. It also requires leaders who can translate between technical possibilities and business priorities.

Vatsal Shah’s career sits at this intersection.

With more than 15 years of experience, 120+ projects, 50+ global clients, and 150+ certifications, he brings together AI leadership, solution architecture, and technical program management to address the practical challenges of enterprise transformation.

His broader message is simple: innovation creates possibilities, but governance and execution turn those possibilities into business value.

For organizations exploring enterprise AI, agentic AI, LLM platforms, or digital transformation, Vatsal’s work offers a perspective focused not only on what AI can do, but on how organizations can build the confidence and structure required to make it work.

In keeping with that practical approach, organizations seeking guidance can reach Vatsal Shah through shahvatsal.com for consulting enquiries related to enterprise AI, AI architecture, digital transformation, Agile, DevOps, and technology strategy.

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