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Sunny Narang shared this#Sadar & The #Mofussilite: #JohnLang, the Australian Wanderer-Lawyer in India, 1842–1864 Thank you Gary Sussman for sending me down yet another rabbit hole! John Lang is a new discovery for me — and what a character. Born in Australia in 1816, educated in England and trained as a barrister, Lang arrived in India in 1842 and remained here until his death in Mussoorie in 1864. Imagine a 26 year old who dies by the time he is 48! Twenty-two extraordinary years spanning the last phase of East India Company rule, the upheaval of 1857, and the transition to the British Raj. Lawyer. Journalist. Novelist. Wanderer. Editor. Dickens contributor. And, wonderfully, proprietor of a newspaper called The Mofussilite. There is a lovely historical irony buried in that name. The word #Mofussil begins with an Arabic root, travels through Persian administrative culture, becomes part of Mughal and Indian administrative vocabulary, gets absorbed into British Indian English — and is finally adopted by an Australian-born journalist in India as the name of an English newspaper. One word carrying several civilizations! And Lang himself was, in a sense, a Mofussilite. Australia was a distant mofussil of Britain's imperial sadar. Lang travels from that Australian periphery to London, then to India — and instead of remaining within the imperial centre of Calcutta, wanders through Meerut, Agra, Ambala, Mussoorie, Jhansi and the wider North Indian world. He represented Indian clients against the East India Company, most famously Rani Lakshmibai of Jhansi, whom he met in 1854 while helping challenge the annexation of Jhansi. Then there is another wonderful connection. Much of what became his Wanderings in India had first appeared in Charles Dickens's Household Words. Think of that information flow: Australian Mofussil → Indian Mofussil → Lang → Dickens → Victorian British household. What fascinates me most, however, is the timing. Lang lived in India from 1842 to 1864. He knew the India before 1857, lived through the world transformed by the uprising, and then saw the East India Company disappear and Crown rule begin. We usually read 1857 backwards, already knowing what happened. Lang knew people before they became historical characters. He knew arguments, grievances, gossip, relationships, legal battles and provincial networks before historians arranged them neatly into causes and consequences. What did the Mofussilite know that the Sadar didn't? What signals were already travelling through Jhansi, Meerut, Agra and the North Indian mofussil before the explosion? And what disappeared afterwards? That is where Lang becomes fascinating to me — not merely as another chronicler of 1857, but as an eyewitness to the world immediately before and after the rupture. Sometimes the most interesting history isn't sitting in the Sadar. It is wandering around the Mofussil.
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Sunny Narang shared thisI have been watching bits of Deutsche Bank's inaugural Sports Investment Conference in London with considerable interest. What a wonderful sign of how far sport as an investment category has travelled. More than 350 investors, owners, family offices, institutions and advisers came together to discuss something that, when some of us first started investing in sport, was often treated as passion, patronage or vanity: sport as an asset class. I have had the good fortune of being part of sports investing in both Europe and India. Years ago we invested in football in Denmark and Shillong Lajong, and subsequently became part of the early NorthEast United ecosystem. I have also wandered through Olympic sports and other experiments in Indian sport. So I find myself asking a slightly provocative question: Why aren’t Indian private banks and wealth managers having this conversation with their HNI and family-office clients? India already has the most obvious case study: the IPL. Franchise values that once looked fanciful have multiplied dramatically. The lesson is certainly not that every sports investment becomes an IPL! Sport is illiquid, risky, emotional and requires patient capital. But perhaps the interesting opportunities now lie one layer below the obvious. PKL. Women’s sport. Sports infrastructure. Academies. Emerging leagues. And particularly Indian football. The next phase of the ISL is fascinating because its commercial structure is moving closer to club-led models familiar in Europe: the clubs now hold the league’s commercial rights while AIFF retains regulatory and administrative oversight. That changes the investment conversation. You are no longer looking only at a team’s annual P&L. You are looking at participation in a league ecosystem: media rights, sponsorship, stadium economics, academies, player development, community, content, data and — perhaps the most difficult asset to manufacture — generational fan loyalty. At Deutsche Bank’s conference, nearly half the participants identified fan trust and engagement, and media rights/content monetisation, as major drivers of long-term value. That sounds remarkably relevant to India. Our private wealth industry is very sophisticated at discussing listed equities, PE, credit, real estate, art and global alternatives. Perhaps it is time for a serious Indian conversation around sports assets too — not as trophy purchases, but as patient, high-risk, long-duration investments. Not every club will work. Not every league will survive. Governance matters enormously. Entry valuation matters. Community matters even more. But that is precisely why wealth managers should develop the expertise to evaluate them. Lovely to see Deutsche Bank trying to create what Arjun Nagarkatti called a “Davos of sports.” Perhaps India needs one too. Arjun like me did his Economics Honours from Delhi University, he was SRCC, me Hindu College fifteen years before!Sunny Narang shared thisOur inaugural Sports Investment Conference brought together some of the most experienced voices from across the sports ecosystem. In this video, I share my views on Sports as an asset class, what the drivers and trends have been over the past years and why this is such an exciting space for our clients and our bank. Deutsche Bank Private Bank
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Sunny Narang shared thisAn old friend of over fifteen years called me this morning with a story from Assam. I first knew aditi mody through a completely different world. Back in 2011, our conversations wandered between art, international business councils, Denmark and my then-new adventure in European football. Aditi was deeply involved with the art world through the Habiart Foundation and Genesis Art Gallery, founded by her mother Rekha Mody. Later came her long association with the University of Chicago in India and its board and institutional work. Life moved. Aditi married into a Kolkata family whose worlds were textiles and tea. Her husband Pravash Agarwal and his elder brother Mohit—very much the tea man of the family—became part of another geography altogether. And somewhere along that journey, Aditi found an old bungalow. Budlapara Tea Estate lies in Udalguri, in the Bodoland Territorial Region of Assam, close to the Bhutan foothills and roughly two hours from Guwahati airport. The tea garden itself goes back to 1906. About twenty-five years later, around 1930, a planter's bungalow appeared amid this vast landscape of tea. Wide verandahs, high ceilings, red oxide floors—the architecture of another Assam and another age. Nearly a century later, Aditi fell in love with it. Not as a hotel project initially, as I understand her story, but simply as an old house that deserved another life. And restoring old things is rarely romantic while you're actually doing it! She struggled even to find the people in Assam with the particular skills she needed and eventually brought a team from Kolkata. What followed was years of patient restoration—trying to retain the character of the bungalow while making it inhabitable again. That is perhaps where Aditi's own inheritance entered her married family's tea landscape. Tea was already there. The aesthetic eye came with her. Today that bungalow has become the six-bedroom Budlapara Tea Retreat, surrounded by some 3,000 acres of working tea gardens, now part of amã Stays & Trails, The Indian Hotels Company Limited (IHCL) . But the hotel brand is almost the last chapter of the story. The interesting story is the layers underneath: 1906 tea garden. 1930s planter's bungalow. A century of Assam tea. Bodoland and the Bhutan foothills. A Kolkata tea family. And one woman who looked at a tired old house and decided not to let it disappear. Aditi called today, emerging after years of moving between her board work, Kolkata life and this Assam dream project. “Hope you will visit :)” I think I shall. Some friendships disappear for years and then return carrying an entire landscape with them.Sunny Narang shared thisHonoured to receive the Gold Recognition from the Ministry of Tourism, Government of India, under the Incredible India initiative, for Budlapara Tea Retreat. This recognition is a meaningful milestone in our journey to restore and preserve a 96-year-old heritage tea bungalow in the heart of Assam's tea country. What began as a labour of love has become an opportunity to celebrate India's extraordinary heritage, hospitality, and natural beauty. As domestic tourism continues to grow, there has never been a better time to rediscover the remarkable destinations within our own country. Beyond the well-known landmarks lie countless stories, cultures, landscapes, and heritage properties that offer authentic and memorable experiences. #IncredibleIndia #MinistryOfTourism #DomesticTourism #HeritageHospitality #Assam #TeaTourism #NortheastIndia TajHotelsExperiences Taj Hotels https://lnkd.in/ewtBNDWy
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Sunny Narang shared thisThirteen years ago, I wrote a post after watching The Lunchbox. I loved the film. Three characters, really, and one voice. Irrfan Khan, Nimrat Kaur, Nawazuddin Siddiqui. Food, letters, silences — and that wonderful line: “Sometimes the wrong train takes you to the right destination.” But apparently the businessman in me was watching the credits too ! I was fascinated that this small, delicate film seemed to have producers and co-producers coming out of every dabba — Indian, German, French, American; production companies, broadcasters, NFDC, international partners. My 2013 summary of the financing model was rather less sophisticated: “Bhai zara 40–50 lakh tu bhi daal de!” The actual production budget was about €1.3 million — roughly ₹10–13 crore in the money of that period, depending on exchange rate and what costs one includes. And it worked. The Lunchbox eventually did about ₹20.85 crore net in India and ₹100.85 crore worldwide. Now, thirteen years later, I am watching another tiny-film story unfold — without actually having watched the film! Hanuman Ansh. This time the structure is almost comically small: 4 producers. 2 production banners. Reported investment around ₹1.5–1.8 crore. And instead of needing a great international co-production architecture to spread the risk, four people somehow got the thing made. The latest box-office numbers are still moving. One Day-52 tracker has it around ₹307 crore India net, while other established trackers currently carry lower totals; the ₹400-crore-plus worldwide figure should therefore be treated as a trade estimate, not audited revenue. It is what has changed in thirteen years. 2013: Small Indian film → ₹10–13 crore → international co-production ecology → many producers and institutions → festivals/distributors → global audience. 2026: Tiny Indian film → ₹1.5–1.8 crore → four producers → two little production houses → almost no opening → audience discovers it → shows multiply → songs escape the film → reels multiply → audience becomes part of distribution. Technology has quietly altered the minimum efficient scale of culture. Cameras became cheaper. Editing became cheaper. Music production became cheaper. Marketing escaped the marketing department. Distribution signals can now come from the audience backwards to the exhibitor. And talent no longer has to migrate completely to the centre before the centre can discover it. A musician from Gwalior. Bundeli words. A director away from the traditional Mumbai centre. Small pools of capital. And then millions of people doing the rest. Reading my 2013 post again makes me realise I was looking at the same question then: How little capital and institutional machinery do you actually need to make something travel? Thirteen years ago the answer was: Find ten friends in four countries. Today it may simply be: Bhai, chaar log mil jao. ₹40–50 lakh tu bhi daal de. Film bana dete hain.
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Sunny Narang shared thisFrom hedge funds to heavy metal — and now nuclear Watching my younger brother Dr. Uday Narang's journey over the decades has been quite a ride. He spent much of his early professional life in the global world of commodities, trading and hedge funds — New York, London, Europe. Along the way came investments and adventures as varied as wind energy in Europe and Models Own cosmetics. Then India called. He came back into the industrial world our father Satya Pal Narang had begun with steel more than five decades ago, eventually becoming Chairman of the family’s Anglian Omega Group (India) . And the journey kept mutating. Omega Bright Steel → OMEGA BRIGHT STEEL & COMPONENTS PRIVATE LIMITED → OBSC Perfection Ltd → Omega Seiki Mobility → and now Prime Industries and its holding in Kay Bouvet Engineering Ltd.. Steel processing became automotive components. Components became precision engineering. Then came electric mobility. And now the next ride seems to be taking him into defence, advanced engineering and nuclear energy. His latest post is about the Calandria — the extraordinary core vessel of India's indigenous Pressurised Heavy Water Reactors — and the rare manufacturing capability that sits inside Kay Bouvet Engineering. Somewhere in between all this there has also been renewable energy, cosmetics, sports and football. It is difficult to put Uday into an industry box because perhaps the box was never the point. The connecting thread is capital + manufacturing capability + people + opportunity. A global hedge-fund man comes home to an old family steel company and, over time, finds himself travelling: Global Funds → Renewable Energy → Steel → Components → Precision Engineering → EVs → Nuclear Energy. With cosmetics and football cheerfully thrown into the middle. Our Punjabi refugee dad would probably have found some of it completely bewildering. But he would have recognised the factory. And the metal. Lage raho, Uday. The next ride has begun. Sanjeev Verma Saksham Leekha Dhruv VermaSunny Narang shared thisThis is the Calandria, the core vessel at the heart of India’s indigenous nuclear reactor technology. Inside it sit the fuel channels, heavy-water moderator and the systems that sustain the nuclear reaction. What makes this technology particularly significant is that India’s Pressurised Heavy Water Reactors can use natural uranium, an important advantage for a country that had faced restrictions on access to international nuclear fuel supplies. The technology also enables online refuelling, allowing reactors to continue generating power without conventional long shutdowns for refuelling. This is part of the larger three-stage nuclear programme envisioned by Dr Homi Bhabha, ultimately designed to utilise India’s substantial thorium resources. Today, that indigenous foundation is gaining renewed importance. On Independence Day, Prime Minister Narendra Modi reiterated the vision of taking India’s nuclear capacity to 100 GW by 2047, with indigenous technology and greater industrial participation at its core. India currently has 8.78 GW of installed nuclear capacity. For Indian engineering companies, this represents a remarkable opportunity. Building components like the Calandria is not simply manufacturing. It is contributing to India’s energy security, technological self-reliance and long-term industrial capability. Some technologies cannot be outsourced. They have to be built at home. Kay Bouvet Engineering Ltd.
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Sunny Narang shared thisThe #Zomatoization of Decentralised Energy and Waste Recycling! Two recent The Economic Times Prime articles caught my attention. One asks whether India's new recycling plants will find enough scrap. The other asks whether biogas, having found its ethanol moment through policy support, can finally achieve scale. Both raise the same question:Who will organise the fragmented supply feeding these new industries? Meanwhile, solar offers a fascinating parallel. India is building enormous solar parks in Rajasthan and Gujarat, often far from consumption centres. This requires massive transmission infrastructure. Germany, with its extensive rooftop solar capacity, faces another problem: surplus electricity during sunny hours, sometimes resulting in negative wholesale prices. Centralised generation has economies of scale. Decentralised generation brings production closer to consumption. Neither works optimally without storage, intelligent grids and demand management. Now consider Zomato. Thousands of independently owned local kitchens produce meals for nearby consumers. Zomato doesn't need to own the kitchens. It provides discovery, demand matching, technology, payments and delivery logistics. Contrast Blinkit , which distributes nationally and globally manufactured products through local warehouses. Zomato aggregates local production for local consumption. Why can't we apply this architecture to energy and waste? A neighbourhood's rooftop solar panels, batteries, EV chargers and electricity consumers could operate as a coordinated virtual power plant. Farmers, dairies, sugar mills and municipalities could supply nearby biogas plants through digitally coordinated collection networks. Kabadiwallahs, workshops, households and scrap dealers could supply regional recycling facilities through platforms providing aggregation, sorting, quality assurance and logistics. The physical requirements differ. Electricity needs smart grids and real-time balancing. Biomass needs economical collection routes. Scrap needs grading, traceability and safe processing. But the underlying architecture is remarkably similar. LOCAL SUPPLY + LOCAL DEMAND + LOGISTICS + TECHNOLOGY + PHYSICAL INFRASTRUCTURE + PLATFORM. We have already seen versions of this model in Zomato, Urban Company, Practo and distributed manufacturing platforms such as ZETWERK and Scimplify. The next opportunity may be creating thousands of local energy and circular-economy networks, connected to regional and national markets. Government incentives can finance plants. But plants without reliable feedstock, solar panels without adequate demand or storage, and recycling capacity without collection networks risk becoming stranded investments. India already has millions of small producers, farmers, collectors and entrepreneurs. Perhaps the next infrastructure revolution isn't simply about building bigger plants. It's about making millions of smaller productive assets work together.
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Sunny Narang shared thisIndia’s Real University: Family, Jati and the Transmission of Work We spend enormous energy discussing India’s education system. But where do most Indians actually learn their occupation? An NSSO-based study found that around 62% of employed sons aged 15–40 worked in the same industry as their fathers. Even that may underestimate what is really being transmitted. Because occupations change while productive knowledge survives. Look around India. Ramgarhia Sikhs in Punjab were traditionally Lohars and Tarkhans—blacksmiths and carpenters. Later generations became mistries, machinists, supervisors and eventually owners of engineering factories. Moradabad’s Muslim metal artisans became karkhanedaars, manufacturers and exporters. Agra’s Jatav families transmitted leather and shoemaking knowledge. Some remained artisans; others became workshop owners, manufacturers and entrepreneurs. The Chhipas of Sanganer and Bagru transmitted printing, dyeing and textile knowledge within families. Today descendants can be artisans, manufacturers, designers, exporters or ecommerce entrepreneurs. Harish Damodaran’s India’s New Capitalists documents similar transformations among Gounders, Naidus, Kammas, Reddys, Nadars, Patidars and others. And this isn't only about caste artisans. A farmer transmits knowledge of land, crops and local relationships. A trader transmits suppliers, credit, markets and risk. A professional family transmits vocabulary, confidence and networks. A musical gharana transmits music. And a Marwari baniya child inherits an economic world long before Harvard or London Business School enters the picture. Perhaps much of Indian education is therefore finishing rather than formation. The degree modernises knowledge already absorbed at home. Engineering can turn inherited metalworking into manufacturing. Design school can turn block printing into a global brand. An MBA can professionalise a family enterprise. Of course, millions also leave ancestral occupations. Jati is not destiny. The fascinating problem is that we don't know how many. India has caste data, employment data and education data. What we largely lack is longitudinal: Jati × Family × Occupation × Generation × Education × Enterprise. Take 1,000 Chhipa children. How many remain artisans? Become manufacturers, designers, exporters? Leave textiles entirely? Repeat that for Ramgarhias, Jatavs, Gounders, farmers, fishermen, traders, musicians and business families. We may discover something hiding in plain sight: The occupation changes. Technology changes. Status changes. Sometimes the artisan becomes the industrialist. But underneath, India continues transmitting enormous stores of productive knowledge through families and communities. Only then will we really understand how modern education must adapt to what Indians actually need—not replace inherited knowledge, but build upon it.
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Sunny Narang shared thisBeyond Owning Goa: Learning to Belong to Goa A wonderful initiative by Indiassetz. And a particularly satisfying moment for me, watching my friend Dr. Derek Monteiro bring decades of lived experience to a new audience. I've known Derek for nearly ten years. A hospitality professional who spent 37 years with the The Indian Hotels Company Limited (IHCL) , he pursued his academic interests alongside a demanding full-time career. Botany and Zoology, Criminology, Eco-Tourism and eventually a PhD from Goa University, researching Goa's extraordinary sacred groves. He didn't abandon his profession to become a scholar. He allowed his professional life, intellectual curiosity and love for Goa to enrich one another. Even after retirement, the journey continues. Earlier this year, he presented his research on faith, ecology and sustainable tourism at an international conference in Cebu, Philippines. And now comes an interesting new chapter. Indiassetz, a real estate wealth-management company, invited Derek to address an online gathering of people who have invested in Goa. The subject went considerably beyond buying, selling, leasing and managing properties. How do you become part of Goa rather than merely own a piece of it? Derek encouraged investors to understand the society and ecology into which they have arrived. Shop at local Goan establishments. Employ local cooks and service providers. Build relationships with communities. Understand their traditions, festivals, sacred spaces and livelihoods. His presentation carried a wonderful proposition: "Every Investment Should Leave Goa Better Than It Was Found." Protecting paddy fields, khazans, rivers, mangroves, forests, churches, temples and historic neighbourhoods is not separate from protecting the value of real estate. These are the very things that make Goa valuable. Indiassetz's presentation recognised overdevelopment as a threat to the natural and cultural heritage that attracts investors in the first place. What particularly interests me is the evolution of the real estate intermediary. From facilitating transactions to managing properties, and now potentially helping investors develop meaningful relationships with the places and communities in which they invest. From property management to relationship management. I hope this becomes a continuing programme, connecting new property owners with local businesses, cultural practitioners, environmentalists and community institutions. After all, you cannot purchase belonging. You have to cultivate it. Congratulations to Indiassetz for recognising this opportunity, and to Derek, whose extraordinary knowledge of Goa continues to find new audiences. Perhaps the future of responsible real estate lies not simply in bringing capital into a place, but in helping that capital become a participant in its living ecology. Own a home in Goa. Become a fellow traveller in Goa's continuing story.Sunny Narang shared thisThe Live Interaction Session is over. Where Were You? Last week Dr. Derek Monteiro (37 years with the Taj Group) walked us through why Goa’s next chapter of value creation is happening away from the coastline — in heritage villages and paddy-field eco-retreats rather than another beachfront plot. Key points covered: Structural scarcity (CRZ + finite land) Operating assets vs. pure second homes Rental yield + long-term appreciation Why ecology and stewardship are now part of the return story If you missed the live discussion and would like the key takeaways, Comment GOA or send us a message. #CEOs #investors #CXO #Businessowners #depthinsights
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Sunny Narang shared thisSometimes an old journey comes back in a completely new ecology. Reading Jinisha Sharma's announcement that Capri Sports has taken a 15-year commitment to build and grow the #IWL and #IWL 2 took me straight back to 2013. That year, at #AnglianFootball, we brought FIFA #FutbolMundial (https://lnkd.in/dNGVqb8P) to India to tell two stories we felt deserved far greater attention — the extraordinary football culture of the North-East, and girls' and women's football. One of the people in that film was Sara Abdullah (Pilot). Through CEQUIN - Centre for Equity & Inclusion , Sara was already using football among young girls around Jamia — including girls from conservative Muslim families — not merely to find footballers, but to build confidence, sisterhood and access to public space. We made Vekho Mundeyon – Football Queen, celebrating girls playing football while the boys watched it on television ! At the same time, we were talking to Priti Srivastava at IMG-Reliance/AIFF about whether women's football could be commercially developed differently. By October I was at Sara and CEQUIN's Road Map for Women's Soccer in India roundtable. The room itself was the lesson: NGOs. Coaches. AIFF. Player managers. Brands. Corporates. Media. Grassroots organisations. We had already understood something which I understand much better today: No one institution can build a sporting ecology. Capital cannot coach. Coaches cannot manufacture playing infrastructure. Infrastructure cannot create competition. Federations cannot create culture by circular. NGOs cannot alone create professional livelihoods. Media cannot manufacture talent. And brilliant athletes cannot build the pyramid underneath themselves. You need them to collide and collaborate. Capri isn't trying to execute everything itself. For its girls-first Nova Sports football initiative, it has partnered with India On Track (IOT) as execution partner. IOT itself comes from that same generation of Indian sporting experimentation we encountered more than a decade ago — people trying to build organised grassroots football, coaching and pathways when the ecology was still extremely thin. Now look at the emerging coalition: Capri — patient capital, strategy and commercial rights. #AIFF — institutional framework. IWL & IWL 2 — competitive and professional pathway. Nova — girls-first development platform. IOT — execution. Schools, academies and coaches — participation and training. Brands, broadcasters and media — visibility and commercialisation. None is sufficient. Together, perhaps something starts reproducing itself. India may not design its sporting culture perfectly. We may stumble upon it through hundreds of such coalitions — government, federations, states, schools, coaches, nonprofits, athletes and patient private capital gradually learning to work together. All strength to Jinisha, Capri, AIFF, Nova, IOT and everyone carrying women's football forward.Sunny Narang shared thisA defining moment for Capri Sports - and our biggest commitment yet to Indian women’s football. Capri Sports has entered into a landmark 15-year partnership with the All India Football Federation for the Indian Women’s League and Indian Women’s League 2. When we think about what Capri Sports should stand for, it comes down to purpose. Women’s sport has always been central to that purpose - not only because of its potential for impact, but because we believe it can become one of the most exciting and commercially powerful forces in sport. We have always wanted to go bigger in women’s football. This partnership gives us the opportunity to do exactly that. It also builds on our recent launch of Nova Sports, our girls-first grassroots football ecosystem. With Nova creating opportunities at the foundation and the IWL and IWL 2 representing the top of the domestic pyramid, we are building a more connected ecosystem - from a girl’s first touch of the ball to the highest level of club football in India. Over the next 15 years, Capri Sports will lead the commercial development and marketing of both leagues - building audiences, increasing visibility for clubs and players, attracting brands and investment, strengthening broadcast and digital engagement, and creating greater value across the ecosystem. Our ambition is clear: to build the IWL and IWL 2 into leagues that fans actively follow, players aspire to compete in and brands are proud to back. The talent is here. The opportunity is enormous. Now, we build. Jinisha Sharma Apurv Gupta Abhijit Jain Suvidha D. Leah Poonawala Purav Parikh Dhruv Rao Rajiv P Rai Noyonika C. Ansh Gupta Karan Arora #CapriSports #AIFF #IWL #IWL2 #WomensFootball #IndianFootball #IndianWomensFootball #EliteFootball
Sunny Narang commented on a post
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Thanks Vikas Jawa for this ! Prithiijit Das , Piyush Kant , Nikhil Paramjit Sharma , Siddhartha Upadhyay , Siddharth Pandey , Ayonava Bagchi , Larsing Sawyan , Karan Nangia , Karan Yadav , Vaibhav Puri , Ashish Negi , Karan Nangia , Rahul Uppal , Manohar Kamath , Pradyot Manikya , Maneesh Bahuguna , Gaurav Modwel , Gaurav Bahal , Gaurav Sethi , Vivek Sethia .
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Venky Ramachandran
Thanks Venky.
Interestingly, I’ve been having exactly this argument with an academic friend in the US.
He too saw the film and found it artistically/simple-script-wise rather weak.
I haven’t seen it at all! Or any film on screen since last 7 years!
So I’m deliberately not arguing whether it is a good or bad film.
I’m fascinated by what people are doing with it.
Why does an 18-year-old Delhi girl, take her mother, then father, then boyfriend?
Why does a Gwalior musician singing in Bundeli suddenly travel globally?
Why do thousands make Parvati reels?
Why does a film open almost invisibly and have exhibitors adding shows weeks later?
A better script might have made a better film. Quite possibly. But would it have produced this phenomenon? We simply don’t know.
That distinction fascinates me: the critic studies the film; I’m studying its circulation.
Sometimes a technically imperfect cultural object has little doors through which people enter, inhabit it, and begin making it their own.
As I told my US desi friend: Bhai, sabka bhav hai.
The film belongs to the filmmaker. What happens afterwards belongs increasingly to the audience.
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Sunny Narang liked thisSunny Narang liked thisSome client meetings come with better views than others. Just kicked off a few days driving across Switzerland, Italy, Germany and Liechtenstein with lakes and mountain passes and a full calendar of meetings with customers and partners along the way. There's something fitting about talking precision manufacturing in a country that has made precision a national identity. Trust is built across a table, not a screen, and that's why we keep showing up in person. Looking forward to the conversations ahead. #Switzerland #PrecisionEngineering #Manufacturing #OBSC #Aerospace #Automotive Kuntall Mukherjee Aarush Dr. Uday Narang Arvind Nanda Himalaya Leekha Saurabh Singh
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Sunny Narang liked thisSunny Narang liked thisCongratulations To OBSC Perfection Ltd for achieving the prestigious Certification of EN9100:2018 (AS9100 Rev D) - Aviation , Space & Defense Quality Management System. Special Thanks to Mr. Saksham Leekha Sir for providing me an opportunity to execute my consultancy , Training & auditing skills during this journey of AS9100 implementation & Immense support throughout the project. Exceptional teamwork ,dedication & hard work from all managers, team members leads to achievement of this milestone. Thanks to Mr. Atul Jadhav , Mr. Sudesh Mahajan & Mr. Bangali Singh for their invaluable contributions. OBSC Perfection Ltd #AS9100 #Aerospacceindustries #Aerospacemanufacturing #training #QMS #InternalAudit #Aviation #Defence #Defencemanufacturing #Aerospace #EN9100 #Consultancy #FOD #Counterfeit #ProductSafety #Manufacturing #Mechanical #Production
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Sunny Narang liked thisSunny Narang liked thisIndian Railways consumed 300 million litres of diesel in 2015 Consumption reduced to 100 million litres in 2024, by electric traction. And will come down to Zero in 2030 US Railways consumed 13,200 million litres of diesel in 2015 US Railways consumed 13,250 million litres of diesel in 2024 And probably will consume the same in 2030 ___________________ Yet it is the US and EU who are found wagging fingers at others, for emissions.
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Sunny Narang liked thisSunny Narang liked thisINDICA welcomes ANAADI Foundation as an Affiliate INDICA is pleased to welcome ANAADI Foundation as an Affiliate, strengthening its growing ecosystem of institutions and changemakers committed to the preservation, promotion and transmission of Indian Knowledge Systems. Rooted in the Siddha Sampradaya, ANAADI Foundation brings together sādhana, śāstra, education and technology, with a distinctive vision of making Indian Knowledge Systems part of lived learning. Its educational ecosystem includes Gurukulams, teacher training programmes and the ANAADI IKS-STEM Academy, which brings Indian Knowledge Systems into contemporary STEM learning through concepts from Bharatiya gaṇita, Ayurveda, Pañcāṅga and Nakṣatra Vidyā, using interactive and experiential tools. As the first significant initiative under this association, INDICA is extending a grant to support the ANAADI IKS-STEM Academy for 2026–27, enabling its further development and scaling to a capacity of 100,000 users, with a focus on students and teachers. This association marks a meaningful convergence of shared efforts to create authentic and contemporary pathways for the study, practice and transmission of Indian Knowledge Systems. https://lnkd.in/dwetEDvP #INDICA #ANAADIFoundation #IndianKnowledgeSystems #IKS #Gurukulam #IKSSTEM #Education @anaadifdn
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Sunny Narang liked thisSunny Narang liked thisWhat if the question of healthy eating is not simply what we eat, but how, when and with what we combine it? Ayurveda’s idea of viruddha āhāra offers a remarkably nuanced way of looking at food - through combination, quantity, processing, season and individual constitution. From honey and ghee to milk, fruit and reheated oils, the article explores how an ancient understanding of incompatibility may open interesting questions for the way we think about digestion, inflammation and food today. A piece by Swami Pranaka #Ayurveda https://lnkd.in/dYTwTnPu
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Sunny Narang liked thisSunny Narang liked thisIOT - School Premier League successfully conducted its first Rapid Chess Tournament on February 1st, 2026, at St. Xavier's High School, Fort, Mumbai. 170 students from 75 schools across Mumbai competed across 9 age categories (U7 to U15) in a professionally organized environment that prioritized fair competition. The tournament followed the Swiss System format with a time control of 15 minutes + 3 seconds, ensuring every participant received meaningful competitive experience. At India On Track, we believe that school-level sports deserve the same professionalism and standards as elite competitions. This tournament reflected that commitment. We partnered with the Mumbai City District Chess Association (MCDCA), bringing in 5 certified arbiters, professional chess equipment, digital clocks, and pairing software to create an authentic competitive atmosphere for young players. The response from schools and parents validated what we set out to achieve - a platform that treats young athletes with the respect and professionalism they deserve. This is just the beginning. School Premier League aims to build a comprehensive sports ecosystem that gives school students consistent access to high-quality competitive opportunities throughout the academic year. #SchoolPremierLeague #IndiaOnTrack #ChessTournament #Mumbai #SchoolSports #YouthDevelopment
Experience & Education
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Nurturing Excellence in Sports Trust
Co-founder
-Nurturing Excellence in Sports Trust (NEST) is a Non- Profit Organization with the objective of supporting talented athletes belonging to economically weaker sections of society. NEST has an extensive grassroots program throughout the country to help in identifying athletes with the potential of making it big in the international arena. With the help of an extensive network of coaches, NEST has been able to penetrate into various remote districts and tribal belts of states such as Odisha…
Nurturing Excellence in Sports Trust (NEST) is a Non- Profit Organization with the objective of supporting talented athletes belonging to economically weaker sections of society. NEST has an extensive grassroots program throughout the country to help in identifying athletes with the potential of making it big in the international arena. With the help of an extensive network of coaches, NEST has been able to penetrate into various remote districts and tribal belts of states such as Odisha, Maharashtra, Punjab, Haryana and Jharkhand. NEST has supported as many athletes belonging to socially and economically marginalized societies, including Para athletes. NEST’s contribution by providing training, sports-specific support services and technical guidance has been instrumental in ensuring that the identified athletes get adequate opportunities, resources and competition to enable them to compete with the world’s best on a level playing field. http://sportsnest.org/
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Nāgrika
A small but meaningful discovery about our work at Nāgrika. We were happy to see Nāgrika’s article on civic sense referenced in the Government of India’s Economic Survey 2025–26. 📊 The Survey’s chapter on urbanisation reflects on how India’s rapidly growing cities face challenges that go beyond infrastructure and planning. It emphasises that the functioning of cities depends not only on policies and investments, but also on everyday civic behaviour, trust in institutions, and the norms that shape how people use shared urban spaces. Within this broader discussion, the Survey cites our piece: 👉 “Who Owns Civic Sense Beyond Individual Blame?” https://lnkd.in/gSwpMCPw In the article, we argue that debates around civic sense in India often stop at blaming citizens for disorder or indiscipline, while overlooking the role of urban systems themselves. When services are unreliable, public spaces poorly designed, or institutions weakly accountable, civic behaviour is also affected. The Economic Survey’s discussion echoes this larger point - that urban outcomes emerge from the interaction between citizens, institutions, and the systems that organise city life. For a small organisation like Nāgrika, which has spent years trying to bring small-city experiences and citizen perspectives into the urban conversation, seeing this work referenced in a national policy document is encouraging. It reminds us that ideas emerging from everyday city conversations can contribute to how we think about India’s urban future. 📖 Economic Survey chapter: https://lnkd.in/guyGVvGi #UrbanIndia #EconomicSurvey #Urbanisation #CivicSense #UrbanGovernance #SmallCities #Nagrika
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