When you love what you do, work doesn’t seem quite a chore. One of the lucky few who attests by this adage is Manoj, a delivery partner with Myntra. Hailing from Etawah in Uttar Pradesh, the 40-year-old has spent the last decade of his life with the fashion e-commerce company.

He says his work has been his solace in good times and bad, helping him weather personal adversities. Introduced to Myntra during his stint at a courier company, which earlier handled shipments for Myntra, he switched after he found that it would help him rise professionally and financially.

Starting his work at 8 AM every morning, Manoj has been delivering more than 70 packages every day. Besides daily work, what he looks forward to the most are the event days, as they provide a massive opportunity for income augmentation.

Having been a part of almost all the editions of  EORS (End of Reason Sale), currently in its 20th edition, these sale days have played a huge part in him being able to buy a new house. Despite the need for extra working hours and almost 20 to 30 extra deliveries per day during this time, his enthusiasm doesn’t wane, as he dreams of buying another house in the next few years.

While Myntra’s EORS offers best of deals to its customers, the event also serves as an opportunity for the entire delivery ecosystem, comprising thousands of Kirana partners, to augment their income. 

An opportunity for income augmentation

Myntra Extended Network for Service Augmentation (MENSA), the Kirana program, launched in April 2017, is an initiative aimed at reaching customers in every nook and corner of the country. To do that, Myntra has tied up with the neigbourhood kirana shop owners across the country.

These last-mile delivery agents can be your milk supplier, grocery store owner, or mobile repair shop owner among others. Recruiting such agents has two advantages — being a local to the area, they know the surroundings well and customers too have a familiar face delivering their orders.

They store the goods in their shops and deliver them either before or after they open the store or in the afternoons, not affecting their business while getting a second income stream. During event days like the EORS, as the number of orders see a significant jump , it results in tangible monetary benefits.

This network has  allowed Myntra to expand its reach to over 19,000 pin codes across the country.

Dreaming of a brighter future

While it has provided thousands of delivery partners l an opportunity to give the an enhanced life for their family and children, it is also helping young delivery partners dream bigger and be the providers for their families. .

Usha, a delivery partner at the All Women Dexter, a load processing centre that helps with location-wise sorting of shipments and assigning them to delivery partners, in Ghaziabad is using this income to pursue her college education. All her extra hours on the ground are to fulfill her dream of getting a white-collar job.

Over the past seven years, the MENSA network has helped thousands of people like Usha and Manoj with an opportunity to  envision a brighter future.

 With the money that he will save, Manoj dreams of buying another house, as the earlier one he purchased was with his brother. His work has empowered him to dream bigger and reach for a better life. From delivering packages on a bicycle earlier, today, he delivers them on a shiny motorcycle. He is proof that one can achieve their goals with dedication, persistence and hard work.

As you check the website for great deals, do spare a minute to think about the hard work put in by these delivery partners to make it all happen.

Edited by Pranita Bhat

From packaging films, wrapping materials, shopping and garbage bags to fluid containers, clothing, toys, and building materials, plastic waste has a broad range of applications.

“Even in paper-based packaging for coffee and chai mugs, they are laminated with plastic to make them waterproof. Take, for example, paper-based pouches, boxes, trays, or cups. So, while the majority of the packaging is paper, this lamination makes them unfit to recycle or biodegrade,” says Khushboo Gandhi, founder of Pune-based startup ‘Go Do Good’ that develops sustainable packaging.

“Similarly, the black ink, which is commonly used in printing newspapers and magazines, has carbon in it. It cannot go back to the planet without proper processing because it is full of heavy metals and chemicals that will affect the soil,” she adds.

In an innovative way, Khushboo has repurposed agro-waste to find alternatives for single-use plastic.

“We work with an array of raw materials like natural pigments, seaweed, and coir to make eco-friendly inks and bubble wraps, along with providing insulation alternatives made from coconut and wool waste. We have also created an eco-friendly coating which replaces the laminated paper,” she says.

With her company ‘Go Do Good’, she has replaced up to 10 tonnes of single-use plastic, printed 1.5 lakh products with eco-friendly inks, replaced 7 tonnes of bubble wrap with biodegradable coir, and repurposed 5 tonnes of agro-waste.

From saving ribbons to saving planet

Born and raised in Mumbai, Khushboo pursued higher education in design and material development at NIFT. This is where she became interested in packaging design and sustainable practices.

“I’ve also been raised to live in a sustainable manner. I used to save little ribbons from gifts. I was one of those kids who would be fascinated to see the outside of a product more than the product itself,” she laughs.

So, when she started her professional career, she often wondered about various ways to live sustainably and create a larger impact on the planet.

On a trekking tour in Ladakh in 2015, Khushboo shares that she found plastic waste even in the remotest of all places there. “I saw leftover plastic like sachets being burned near a water stream. It really hit me how deep-rooted the problem had become. This needed to be solved,” she says.

Following this, in 2018, she went to pursue her masters in material development in Barcelona, Spain, to formally educate herself in circular economy and design thinking. “This gave me the confidence to actually build materials that can replace plastic,” she adds.

After a year spent in research and development, Khushboo formally launched her company in 2021 along with her brother Ronak Gandhi, and her husband, Chanakya Medh.

Ink from seaweed, bubble wrap from coir & more

Shedding light on the problems in the packaging industry, Khushboo says, “There are multiple types of plastic used for different applications. For example, ink printed on the packaging is toxic as well, and contains heavy metal additives, synthetic chemicals, and paraffin waxes. So even if you have a compostable material, you have to print on it  with regular, toxic ink.”

“Similarly, people fail to notice layers of plastic lamination on packaging and the synthetic glue used in the sticker industry. These are the areas we strived to work on,” she adds.

Being a material innovation company, Khushboo’s aim was to solve industrial problems using natural materials which can be composted at home. For instance, the startup has innovated a coating compostable at home which naturally makes paper water-resistant and heat-fillable — two main properties that plastic offers.

“We have also utilised heavy coconut coir that are usually used to make mattresses, rugs, or doormats. This offers excellent cushioning properties for fragile products and acts as a direct replacement for bubble wrap. We also use tamarind seeds to make water-based glue and are replacing the toxic ink with our eco-friendly ink that has been developed from seaweed and natural pigments,” she explains.

Sharing why she zeroed down on using seaweed, Khushboo says, “Seaweed has a polymer structure and behaves very similar to plastic in terms of stretchability, flexibility, and transparency. It can go back to the planet much more easily.”

“These materials allow everything that is on the package and inside the package to be 100 percent biodegradable. and compostable at home. So, tomorrow when you’re done using the product, you can dump it in your backyard and it will compost within 30 to 45 days,” she adds.

Interestingly, Khushoo says, the price difference is also at par with only a 10 percent difference. 

“In the market, a 250g paper pillow pouch with a plastic lamination (the pouches in which items like milk, chips, spices are sold in) costs Rs 7 whereas our natural pouch costs between Rs 7.5 to 8. We made our products affordable and compatible so that it would be easier for more and more people to switch to natural materials instead of plastic,” she adds.

Talking about the limitations of the products, she says, “Our products are equally durable. We do not require any tape or synthetic glue and our packaging products keep your flowers, powder, liquid detergent, grains, and takeaway food items safe. The biggest advantage is that you are not compromising on any of the uses while also contributing towards the betterment of our planet.”

As of now, the startup is commercialising its packaging solutions to 50 clients in the B2B sector, including restaurants and cafeterias.

With her work, Khushboo has been able to divert tonnes of plastic packaging waste, but she believes a lot more work needs to be done in replacing multi-layer packaging. 

“We are now designing sheets using seaweed that are specifically supposed to replace the transparent plastic sheets directly which are used widely across the country,” she shares.

Looking at the success of her startup, Khushboo says, “For me, it was a meaningful journey. It took time to make way through the packaging industry as it’s a male-dominated industry. As a female founder, you really have to be very headstrong in terms of leading the company.”

“People doubted our capabilities. But we either could have held ourselves back or been enthusiastic about our work. I choose the latter. The impact that we see makes me very positive about the work we do and the amount of change it can bring in the society,” she adds.

Edited by Padmashree Pande. All photos: Khushboo Gandhi.

At first glance, it looks like a regular refrigerator. However, Coca-Cola’s coolers, easily recognisable by their red and white design, stocked with a variety of beverages, are becoming increasingly common in India. We are not just talking about their growing visibility across cities but through the towns to the villages, where these coolers stand tall in kiranas, hotel corners, or retail aisles.

With its vast network of providing beverages to over 5 million outlets across the country, Coca-Cola is expanding the presence of its coolers to every corner of India. With India achieving 100 percent electrification of villages, the kiranas and the fast-growing network of small, medium, and large retailers now effortlessly use the Coca-Cola coolers as part of their shop front.

This is bringing to reality what the company’s former president Robert Woodruff famously said about winning in the beverage market — delivering its products “within an arm’s reach of desire”.

Not any desire: The desire for a cool, refreshing beverage — be it any occasion — after a delightful lunch, an exciting evening of cricket, or a quick gulp after a shopping stroll.

Boosting retailer revenue and consumer experience

Coca-Cola’s coolers are now contributing to increased revenues for retailers — especially micro, small, and medium players, many of them having access to coolers following the electrification drive.

For consumers, the benefits are evident: Not only do they have a chilled beverage, but they are also assured of its purity and hygiene. They also present them with an array of options, the kind of diversity that a Coca-Cola cooler, with exclusive rack space for its products, provides.

And for retailers, the benefits are manifold. One, the advent of more coolers, especially in remote areas, has helped attract new consumers, increasing their share of revenue.

India’s non-alcoholic beverages market is growing at a CAGR of 8.7 percent to INR 1,47,233 crores by 2030, and by product categories, Indians consume carbonated beverages the most, according to a report by the Indian Council for Research on International Economic Relations.

The introduction of coolers has given many retailers a boost — vis-à-vis those who continue to sell them either stored in the open or tucked into ice bags. It is not just the optics of flaunting a cooler, it is the purity and hygiene associated with a refrigerated cooler that influences consumer behaviour.

Empowering retailers through the Superpower Retailer Program

Anil Prasad, a retailer on Park Street, Kolkata, says that introducing the Coca-Cola coolers has helped reshape his business, enabling him to stock up more products, all resulting in more sales. Lucknow’s Abhishek Pathak says beverage sales have soared since the installation of Coca-Cola India coolers, which keep the beverages refreshingly chilled and help attract more customers.

Across India, approximately 20 percent of a retailer’s income is generated from beverage sales, with 6  percent specifically attributed to the sale of Coca-Cola beverages. The introduction of coolers has ramped up sales further.

Coca-Cola India’s Superpower Retailer Program is at the heart of this transformation — a three-year collaboration with the National Skill Development Corporation (NSDC) under the Skill India Mission, focusing on empowering small retailers in the states of Odisha and Uttar Pradesh, with plans to expand to more states.

This initiative empowers retailers by building their capacity and capability in modern retailing and provides training to small and micro retailers, equipping them with the knowledge and skills needed to better understand consumer behaviours and preferences. Amanpreet, the owner of the ‘9 to 9’ store, says the programme has helped in providing customers with refreshing beverages using coolers.

Innovation in cooler technology

As 100 percent rural electrification was being implemented, when many villages remained unconnected in the 2010s, Coca-Cola distributed eKOCool solar coolers free of cost to its vendors. A product innovation that was not only used for chilling beverages but also for charging mobile phones. This model was replicated across several countries globally.

The possibilities of digital technologies have now become further evident. With the remarkable advances in cooler technology, Coca-Cola coolers stand out for their digital signage and enhanced design, in addition to an ongoing focus on replacing older ones with hydrofluorocarbon-free and more energy-efficient coolers.

Globally for Coca-Cola, in 2022, 88 percent of all new coolers placed were HFC-free. This is an increase from 61 percent of coolers placed in 2016.

This further builds on Coca-Cola’s commitment to the environment and society as part of its ‘Our Planet Matters’ strategy. The bottom line of this is to bring transformational and radical change through a comprehensive approach to social, environmental, and economic stewardship.

All of these are being realised on the ground with the humble cooler — that is bringing more revenue to grassroots-level retailers, adding to the happiness quotient of customers, and enabling economies with a more vibrant retail sector.

Edited by Pranita Bhat

The love for ice-creams, ice-candy and gola continued well into his adulthood, and became ‘all-weather friends’ for the 37-year-old. He rose from being a team member at Pizza Hut to managing big brands like Gloria Jeans Coffee and Rasna, and now runs a successful ice-cream company. 

The youngest of four siblings, Gagan grew up in a middle-class home with lofty dreams of becoming an actor. However, his father retired when he had just completed Class 10, which propelled him towards making his own life through sheer hard work.

With Rs 1,200 in his pocket, he moved to New Delhi to pursue acting at just 16. He soon realised that making a name for yourself in this field was rather difficult. Roaming around Connaught Place in Delhi, the doors of Pizza Hut beckoned him towards a more stable career path. 

Starting as a part-time team member at 17 after completing his Class 12, the ambitious young man rose through the ranks to become a restaurant general manager at 21. From there on, he worked with international and Indian brands for over 18 years before deciding to build a company himself.

And the business idea was a no-brainer. It had to be something in ice-cream – but with a twist. 

Launched in September 2020, ‘Scuzo Ice-O-Magic’, a dessert cafe, serves ‘live’ popsicles and gelato. Over the past four years, the company has grown to having over 30 stores across the country with a turnover of Rs 8 crores in the last financial year 2023-24.

From not having money to afford rent to providing employment to over 140 people today, here’s Gagan’s journey.

Big dreams, humble beginnings 

Gagan’s father worked as a block agriculture officer which meant frequent transfers and postings in rural Bihar/Jharkhand where electricity was a luxury. 

“We rarely had electricity growing up as we used to stay in Naxal areas. It was a precarious situation and as safety itself was such a big issue, lack of electricity didn’t seem to be a big problem then. The first time we had uninterrupted electricity was when I was 12 years old,” Gagan shares with The Better India.

Despite this, they had a happy childhood, he shares, as they had each other’s company. 

While in Delhi, he became a shift manager at Pizza Hut in 2006. This was quickly followed by the restaurant general manager post in 2008, at the age of 21. 

Interestingly, when he was chosen as the best manager, the video was circulated to Pizza Hut stores across the world, which led to his next stint at one of its centres in Afghanistan at the Kandahar airfield.

“I was handling Pizza Hut, Burger King, Kentucky Fried Chicken (KFC) stores at Kandahar as a general manager for 2.5 years,” he adds.

This stint propelled his career, leading to his next stint at Gloria Jeans coffee in Dubai. He returned to India to build a company called Honey Hut, which gave him a ground up idea into franchising. 

“I had to build their franchise vertically. I created 15 stores in two years and developed their Standard Operating Procedures (SOPs), how to work, what to do and what not to do,” he adds.

From here on, he worked in other franchising verticals at the Chocolate Room and Rasna.

“I created the food and beverage verticals at Rasna as they wanted to make cafes. We opened over 70 stores for them,” he adds.

After creating brands for others, Gagan desired to create his own brand. “Despite being in a high position, I couldn’t make my own decisions. I wanted to create my own brand where I could have the liberty to do whatever I want,” he adds.

Taking a trip down memory lane

His childhood memories, coupled with the continuing craze for popsicle sticks across the world, led to an idea of creating a ‘live’ popsicle brand. 

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If pizzas were being made in front of customers, why not popsicles?

“In the US, there are many brands selling popsicle sticks. In India though, I found that it’s still being sold on the streets. I decided to work on making it an immersive experience, taking people down the memory lane,” he adds.  

The idea was implanted in his mind since 2016-17 and Gagan worked on it for over four years before launching the venture.

The first wave of COVID-19 and the lockdown gave him the perfect opportunity to experiment and create these popsicles. In an attempt to provide a healthier alternative to ice-cream, he worked with chefs to create recipes made out of fruits. He also got his team ready. 

Most importantly, he worked on developing a popsicle machine that would freeze them in a matter of minutes. Months of trials and four prototypes later, he had the perfect machine ready, which “freezes a popsicle within 7 to 8 minutes in front of you with a temperature of minus 31 degrees”.

His experience in the franchising business and QSR (Quick Service Restaurant) led him to develop a string of processes that can easily be replicated across stores. 

Investing Rs 70 lakh of his savings, Gagan started the first Scuzo Ice-O-Magic store in Netaji Subhash Place, Pitampura, New Delhi in November 2020. 

Understanding that just popsicles might not work, he also developed gelato, an Italian frozen dessert, in a manufacturing unit. In order to cater to a wider audience, the dessert cafe serves waffles, milkshakes, hot beverages, sundaes in addition to popsicles and gelato. 

The store had a great response, according to the founder, with people enquiring for franchisees in the first three months itself. The first franchise store was opened in March 2021. 

Today, Scuzo has 30 stores in 25 cities across the country, of which 27 are franchisees and 3 are company-owned. 

The popsicles start at Rs 65 a piece while the gelato starts at Rs 110. Their bestseller is the chatpata jamun popsicle. Gagan shares that the popsicles are made from ‘100 percent fruit’. Additionally, they also offer shakes, which are served with edible rice straws.

The journey has been far from smooth as the second wave of COVID-19 brought a halt to his growth. The first store, which was in a mall, had to be shut down and moved to Noida. 

Delivery too, is a big challenge, according to Gagan. Most food delivery companies don’t provide the cooling pouch, which has led to just 5 percent of sales from online channels. To combat this, Gagan hopes to start his own delivery service to ensure proper delivery of the popsicles.

So, what was his happiest moment? “My father told me that he was very proud of me because I achieved so much without taking a single rupee from him. He passed away in 2021, but he got to see all this,” he shares.

Edited by Padmashree Pande; Image Courtesy: Gagan Anand

Sandeep was devastated.

In 2009, he had quit his engineering career in Delhi to move back to his quaint hometown of Nainital and run a restaurant. Now, he was left without any plan.

Three months after the floods, as he was passing through a field, he noticed a few women labourers eating roti (flatbread) with onions and pisyun loon — pahadi salt hand grounded on silbatta (traditional grinding stone).

“They offered me the chapati and salt made with garlic and green chillies. It was extremely tasty. I also ate kakdi (Armenian cucumber) with this salt. Then, I realised it is this salt that makes pahadi food so flavoursome. I recalled how my mother would pack this salt whenever I went out of town for work,” he says, adding that he realised no one had thought of commercialising this salt so far.

While relishing the meal, Sandeep also got a glimpse into the harsh lives of hill women. “These women were working under the MGNREGA scheme as labourers and their job was to dig ground and lift boulders — all for a daily wage of Rs 270. The work was said to guarantee 100 days of employment in a year but the system was corrupt at the village level. There was no surety on timely payments and number of working days,” he adds.

Sandeep now knew what needed to be done.

In August 2013, he decided to commercialise the flavoured salt and provide employment to rural women. Along with his childhood friends Sourabh Pant and Yogendra Singh, he launched HimFla – short for Himalayan Flavours.

The inception of a multi-crore business with just Rs 160

Talking about the uniqueness of the flavoured salt, Sandeep says, “These days, kitchens are mostly modular; traditional silbattas have been replaced by grinders and mixers. Although electronic machines have made our lives easier, the taste achieved through grinding in silbattas can’t be got through modern equipment.”

“On a silbatta, the salt is pounded without any heat. This keeps the natural taste and flavours intact. In a grinder, the food is just cut into very fine pieces and not pounded to be properly mixed. When you use a silbatta, you’re actually blending all the oils of the herbs and spices together to enhance the flavours,” he adds.

Sandeep was determined to revive the traditional practice of using silbattas. With an initial investment of Rs 160, he bought the grinding stone, a handful of fresh coriander, and green chillies, and kicked off the business.

To market the products, Sandeep and his friends set up a stall at a local fair. “Our products were so loved that we were out of stock on the third day. We got a great response from both locals as well as tourists. Later in Haldwani, we set up a stall and made sales of Rs 1.5 to 2 lakh in seven days. Our work was featured in local news, and with that, we earned fame and started getting more and more orders,” he informs.

Since then, there has been no looking back for Sandeep.

Every month, HimFla manufactures up to 20 quintals of flavoured salt to cater to their customers in India and worldwide — including Australia, the US, the UK, Dubai, Germany, Singapore, and Brazil. Today, the startup’s annual revenue stands at Rs 1.5 crore.

Employing rural households with dignity

Starting with five flavours — garlic green chilli, garlic red chilli, garlic yellow chilli, hemp, and mint — today HimFla has 52 flavours. These include timur (Szechuan pepper harvested from the higher Himalayan regions of Uttarakhand) and hemp, which is a rich source of omega, Gandreni kala jeera (black cumin), and many more.

The startup sources pink rock salt from Pakistan and the rest of the spices and herbs from 1,000 small farmers from 100 villages across Nainital, Bageshwar, Chamoli, and Almora. With this work, he has been able to financially empower 80 rural women who have dropped shovels to grind spices and herbs on silbatta.

One of the workers Deepa Devi, who has been associated with HimFla for the past five years, tells The Better India, “I was dependent on farming and labour jobs but there were no fixed employment days. Some days, I would get jobs for two to four days in a month, and sometimes no days at all. It was difficult to manage household expenses.”

“Today, I am able to improve our household condition and have a roof over our heads. I was able to make a pucca house for my family. I remember my mother and dadi (grandmother) would make this salt and I would relish it with roti. They taught me the procedure as well but I had never imagined this would become a source of livelihood to me later,” says the 36-year-old, who now earns up to Rs 10,000 per month.

Selling the flavoured salt has changed not only the lives of these rural women but also Sandeep, who was once thrown out of his home for bringing disgrace to the family.

“My father was in the Army. When I told my family that I intended to sell salt, they were disappointed in me. My relatives mocked us and asked me to do better jobs. For Army persons, dignity is very prestigious and no one found dignity in the idea of selling salts. My family thought that I was heading in the wrong direction and that I was possessed by some hill ghost!” he laughs.

“They believed me only after six months when my work was featured in the news. Meanwhile, my friends, who are in the US, are buying luxurious cars. Often, they asked me to join them and earn handsome salaries. But here, when I see happy families getting financial independence through our work, it motivates me to work further. No other achievement could give us the contentment we experience through this work. Every night, I sleep well knowing 80 families are sleeping peacefully too,” he adds.

Edited by Pranita Bhat; All photos: HimFla.

These individuals are strangers to each other but bound by a deep love for the outdoors. Though having unique journeys, today, each of them is at the helm of a booming sustainable tourism venture.

In this piece, we explore the different ways in which they engineered success. 

1. Dushyant Vashisht, Bir Terraces 

The COVID pandemic-induced lockdown got Delhi engineer Dushyant Vashisht rethinking his life’s path. While Vashisht had set his sights on a master’s degree abroad, a trip to his Uttarakhand ancestral home was a turning point. The next few months saw Dushyant converting the cottage into Bir Terraces — a luxurious homestay tucked away in a seven-acre estate in Kumaon.

Built using the random rubble masonry technique, the homestay imbues sustainability at its core. “Even the inner furnishings have been made from upcycled wood. When we demolished our old family haveli (a manor house) in 2015 to construct the cottage, we upcycled all the wood, which now serves as decor. For instance, the dining table was once a door,” adds Dushyant.

The organic farm on the land has rosemary, thyme, lemongrass, sage, celery, peppermint, parsley, peaches, apricots, plums, and seasonal produce like strawberries, cherry tomatoes, radishes, broccoli, grapes, etc

Book your stay here.

2. Insha Qazi, The Cheese Cottage

If we were to describe a vacation at this Kashmir homestay, we’d summarise it by terming it a dream stay — complete with bonfires at night, walks in fruit orchards, and dinners filled with hot yakhni kofta (a yoghurt-based gravy featuring mutton and spices). 

The Cheese Cottage is engineer Insha Qazi’s brainchild, engineered into reality when she returned to Kashmir in 2015 following her marketing studies in the UK.

Speaking of how she decided upon the name, Qazi says, “Tangmarg has a rich tradition of dairy, and my first thought was to set up a cheese factory and utilise the local resources and skills. With its pine-scented air, sunrises, and scenic beauty, Tangmarg would be a great place for tourists.”

The homestay is constructed using local materials like deodar wood and walnut wood, and the decor features jewel-toned upholstery. “We sourced a local wicker man to design wicker plant holders, bathroom baskets, etc. We also used handcrafted Kashmiri carving copperware known as traam,” says Qazi.

Vintage memorabilia dot the homestay’s interiors in the form of antique clocks, provincial French chairs, exquisite chandeliers, dramatic lighting, gilded mirrors, and paintings.

Book your stay here.

3. Athul Bos, Jungle Hut

The Thrissur-based mechanical engineering graduate recalls how his college days were filled with rides across South India on his beloved Pulsar 220. In 2013, Athul began organising all-India trips for those interested, and soon, Himachal Pradesh was where he found himself driving to every other weekend.

When he stumbled upon a 20-year-old cottage in ruins made completely out of stone, mud and wood, he decided to rebuild it into a homestay. “Upon the advice of the villagers, we used a unique mix of soil and cow dung with rock stones and recycled wood to beautify the cottage. It took us two months to complete the renovation works,” says Athul.

Today, Jungle Hut not only welcomes guests but also provides car camping — a concept where food and stay are arranged in a car while travelling.

Book your stay here.

4. Srivathsa Govindaraju, Nature Inspires — Chiguru Ecospace

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Growing up in a village in Bengaluru meant techie Srivathsa befriended nature at a young age. So, even as he pursued his studies in software engineering, his mind was constantly oscillating between the corporate world and the outdoors.

It is a no-brainer which he chose. “The time I spent in my village had a very deep impact on me and the choices I made in life thereafter. I was sure of wanting to grow my own food for my immediate family. Eventually, that desire grew bigger and I wanted to involve as many people as possible in farming activities,” he adds.

In 2012, Govindaraju quit the corporate sector and transitioned to being a full-time farmer. His passion project ‘Nature Inspires — Chiguru Ecospace’ at Singadasanahalli village near Magadi, has over 350 species of plants and trees and is a great spot for children to vacation. While at the farm stay, Govindaraju encourages the kids to engage in activities like soap making, bio-enzyme making, rafting and even nature walks.

Book your stay here.

5. Hans Dalal, The Spotted Owlet Homestay

The guest list at The Spotted Owlet Farm House includes city folk from across India as well as the local wildlife — hare, mongoose, snakes, scorpions, lizards, over 60 bird species, over 20 butterfly species, tigers, leopards, wild boar and deer, to name a few. Located near the Tadoba-Andhari Tiger Reserve the homestay is the dream of duo Avantika Chandra and Hans Dalal, the latter a sound engineer turned conservationist.

The homestay boasts three private cottages — Ranthambore, Tadoba and Bandhavgarh — whose decor and artwork are an ode to the geography of these respective national parks. The cottages are sustainable and constructed using locally sourced and recycled materials — stones, gravel, bamboo, and old Mangalore tiles.

The land around the stay is nourished with natural fertilisers and vermicompost, the perfect recipe for a flourishing forest. The proof is in the 700 trees spanning 50 varieties — teak, palash, tendu, mahua, babul, ber, mango, guava, drumstick, coconut, and papaya.

Book your stay here.

6. Hemanshu Joshi, Forest Side Farm

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The locals of Kotabagh, a quaint village in Uttarakhand find themselves pointing many folk in the direction of Forest Side Farm — a secluded homestay that is a 40-minute drive from Jim Corbett National Park. The homestay is helmed by Joshi who spent 14 years in Dubai and Muscat working as a Project Manager for an IT and telecom company, before realising that nature is what he craved the most.

An avid farming enthusiast, Joshi has cultivated a sustainable agricultural model on the field with over 300 fruit and medicinal trees.

The temperamental weather plays the perfect host. Choose to walk around the farm stay and revel in the green beauty or have a picnic at the banks of the Guruni River.

Book your stay here.

7. Ashish Godara, Slowness Himalayas

A complete ecosystem. This is what Kriti Bisht and Ashish Godara have managed to create at their Uttarakhand homestay inspired by traditional Kumaoni architecture. Dry stacked stone, mud and lime have gone into the construction with solar energy adding to the tune of sustainability.

At the homestay, the chirp of birds is all the music you will hear and the breathtaking landscapes are all the screen time you will need. 

Godara, an engineer and Bisht, a Commerce student created this space in 2019 when they decided to leave Delhi and move to the mountains. The homestay prides itself on permaculture, farmland that grows both local and seasonal vegetables, and delectable vegetarian meals.

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Edited by Pranita Bhat

In November 2014, Sandeep Jangra experienced a moment he would never forget — tasting his very first pizza with friends. Captivated by its deliciousness, Sandeep was inspired to share this culinary delight with his city. Within a few short months, his dream became a reality as he opened the inaugural Pizza Galleria outlet in December 2015, right in the heart of Gohana, Haryana.

What sets this pizza chain apart from others is that it is 100 percent vegetarian, and has pizzas starting from Rs 69.

After turning the people of Gohana into pizza lovers, Sandeep started opening outlets in other parts of Haryana, and soon expanded to other parts of the country. Today, he has over 72 outlets that sell over 20,000 pizzas every day, with a turnover of Rs 15 crore in the last financial year 2023-24.

Here’s how this 32-year-old went from having arrears in his engineering course to being a successful entrepreneur, providing employment to over 700 people!

Introducing a city to the taste of pizza

Sandeep grew up in a joint family in Gohana where his father managed a construction material business — a setting that ignited his early entrepreneurial spirit. Following his schooling, he studied at NC College of Engineering in the nearby town of Israna.

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A post shared by Pizza Galleria (@pizzagalleria_india)

However, Sandeep faced considerable obstacles during his academic journey. Struggling with certain subjects, he found himself having to retake exams, extending his engineering programme to six years. After four years, he encountered a dilemma — lacking his degree yet unable to disclose this to his parents. In a stroke of resourcefulness, he secured a position at Ericsson India in Gurugram through a friend, earning Rs 9,000 per month.

It was here in November 2014 that the entrepreneur had his first bite of pizza with his friends, which changed his life forever. “I loved the taste of the pizza and wondered how it was made. It seemed to be a fatter version of a roti with a different sauce and cheese,” Sandeep recalls in a conversation with The Better India.

Over the next few months, the idea of starting a food business crept into his mind. But how does one make a pizza and build a business around the same? To learn the nitty gritty of such a business, he approached a few pizza outlets in Gurugram and Haryana. It was Pizza Wings in Rohtak where he got a chance to learn the ABCs of running a pizza store.

“I trained for about a month and a half at Pizza Wings. They taught me everything from how to make the dough and the sauce to how to deliver the pizza and run a store. I realised that making a pizza is not rocket science,” laughs Sandeep.

Upon completing his training, Sandeep returned home and shared his ambitious business plan with his family — opening a pizza shop in the bustling city centre. However, his father was reluctant to invest in the venture. Undeterred, Sandeep sought support from his brother and friends, who collectively contributed the initial investment of Rs 6.5 lakh to establish his inaugural store in Gohana.

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“My father was upset about me quitting and returning. He expected me to make a name for myself as an engineer,” shares Sandeep. While convincing his family was a big challenge, the next challenge was finding skilled labour for the store in a city where many hadn’t tasted a pizza.

“I hired three boys who had completed Class 12 and trusted my vision. I taught them how to make the pizza base, sauce, pack the pizzas for service as well as delivery,” adds the CEO of Pizza Galleria.

The next and most crucial step was to create awareness and market the product. For this, Sandeep rode his bike around the city, knocking on doors and distributing pamphlets. He also carried a mike and speaker and went around announcing, ‘Khul gaya, khul gaya, ab aapke sheher mein Pizza Galleria khul gaya (Pizza Galleria is now open in your town/city)’.

This practice is followed by him even today. Every time a new store opens, he rides around the city shouting these slogans, followed by distributing pamphlets.

D-day arrived on 25 December 2015, when many people in Gohana tasted their first fresh-dough pizza. To entice customers, he offered the first 300 pizzas free, a practice followed even today at all new outlets. Slowly and steadily, thanks to the ambience and novelty of pizzas, a loyal customer base was created.

He started with a limited menu of seven to eight pizzas, garlic bread, and some pasta. It took almost a year for Sandeep’s pizza venture to taste success in Gohana. The biggest challenge, he explains, was teaching people to try a new dish.

“People didn’t know what’s so special about a fresh dough pizza or even how to eat it. Just like me, they too thought of it like a fat roti with a different chutney (sauce). I also had to ensure that the quality of the food was perfect in the absence of experienced chefs,” he shares.

He overcame this challenge by building Standard Operating Procedures (SOPs) to be followed for making the pizzas, and then serving, packing, and delivering them.

Creating employment in small towns

Eventually, as the people of Gohana accepted and thronged to Pizza Galleria, Sandeep knew he was on the right track. This led him to open the next store in Panipat and Ganaur (Haryana) in 2017.

Since then, there has been no looking back. Today, he has 72 stores, which include company-owned outlets as well as franchise outlets in Punjab, Haryana, Rajasthan, Chhattisgarh, Delhi-NCR, and Chandigarh. With this, he also has been able to provide employment to over 700 people.

“I feel proud that I’ve been able to create such a large family through Pizza Galleria. We had a meetup where we had invited over 100 staff members to Karnal. Seeing so many people together who are doing well today is my biggest accomplishment,” shares Sandeep.

Sandeep was also joined by his friend Ishan Chugh as a co-founder in 2017 after the third outlet was opened.

Pizza Galleria serves pizza, pasta, garlic bread, sandwiches, fries, burgers, soft drinks and more. Their pizzas start at Rs 69 and their combos start at Rs 89. Their bestsellers are the tandoori paneer pizza, pizza galleria exotica, and makhni pizza, and also offers a ‘Baahubali’ 24-inch pizza.

Their USP, apart from being vegetarian, is their tomato sauce and cheesy liquid sauce, which adds to the flavour of the pizza, states Sandeep.

Sandeep and Ishan appeared on Shark Tank India season 3. While they weren’t able to land a deal, it created a massive increase in demand, according to the founder. “We received over 4,000 enquiry calls from people interested in opening franchise outlets. It will help us achieve our vision of opening 500 outlets by 2030,” shares Sandeep.

Sandeep’s dream is to create an Indian brand with footprints across the world. His biggest validation, he says, eventually came from his father who praised Sandeep for his exceptional work.

“My dreams came true through Pizza Galleria. From drawing a salary of Rs 9,000 per month, I’ve been able to buy my own house and car. What matters most to me is my family’s praise, which is something money can’t buy,” he shares.

When Sandeep had his first bite of pizza in 2014, little did he know that he would be selling over 7 lakh pizzas a month a decade later!

“Work hard to fulfil your dreams. Don’t stop yourself from achieving big dreams because you’re from a small town. It’s the best time to start a business. Start small; even food carts have turned into massive businesses. Live your life in such a way that it becomes an example for others,” he shares.

Edited by Pranita Bhat, Images Courtesy Sandeep Jangra

“I could not understand what caused the sudden discomfort in my buffaloes. They were short on breath. I saw them dying one by one,” he tells The Better India.

“I went to the local veterinarian to understand the cause of sudden deaths of my cattle but he had no convincing answer. He told me there were many farmers whose cattle were dying similarly. But the reason was unknown,” he adds.

Heartbroken Manish went haywire as these buffaloes were his only assets. “My nana (maternal grandfather) gave a Murrah buffalo to my parents as a wedding gift. Murrah is considered to be the world’s best dairy type buffalo and is one of the prestigious breeds, also known as ‘Black Gold’ for farmers,” he says.

“That buffalo was for our breed line and was not for commercial purposes. Usually, Murrah buffaloes have a market value of Rs 3 lakh, and its pure breeders are sold for a whopping Rs 35 to 40 lakh. They were our treasures. We could not claim insurance amounts as the cause of death was not known. This news broke me completely,” he laments.

Manish was very close to his buffaloes as it was through them that his mother was able to pay his school fees. “My mother was so upset. The health of livestock is extremely important for the income generation of farmers like us. So, it is not farmers who rear animals, it is these animals who take care of the farmers. I realised if I faced this issue living in Jaipur then there would be so many small farmers going through the same agony in remote areas,” he says.

“That day, I decided to work on improving medical facilities for livestock,” he adds.

With 536.76 million, India has the largest livestock population in the world. Livestock plays a key role and the sector contributes about 6.20 percent of the total GDP, and yet, Manish says, livestock healthcare remains ignored. “India has less than 12,500 veterinary clinics and owing to the system’s apathy, farmers continue losing their only assets,” he adds.

To address this, he launched ‘Verdant Impact’ in 2020 to offer holistic services — including telemedicine facilities, animal ICU, remote monitoring, cattle commerce, and virtual veterinary consultations for livestock care.

One-stop solution for cattle care

Originally from Banswara, Manish dropped out of his first year of PhD to focus on livestock healthcare. Talking about the issues in the field, he says, “Unlike cats and dogs, the biggest issue is that farmers cannot carry them to hospitals as transportation costs are high and the process is inconvenient.”

“Telemedicine allows farmers to connect to doctors anytime and anywhere. The purpose is to give doorstep facility, as a doctor visit costs up to Rs 500,” he adds.

The common concerns in livestock are diseases like foot and mouth, fever, digestive problems in monsoon, lumpy skin, and poor nutrition levels.

To find a convenient solution to address the diseases, Manish introduced a mobile application wherein farmers upload photos, videos, and detailed descriptions of their animals for consultation from a veterinarian, who later on shares prescriptions and remedies. If necessary, farmers are connected with nearby veterinarians for field visits.

“In that case, we provide an SOS button in our app wherein farmers can book consultations from nearby doctors, similar to Uber and Ola where nearby taxis are displayed to get quick responses. Our doctors serve till a range of 40 km and our response time is within an hour, which is very efficient considering rural terrain,” he adds.

Currently, Manish has set up more than 10,000 telemedicine centres and onboarded over 1,700 veterinarians and para veterinarians in 16 states — including Punjab, Rajasthan, Gujarat, Madhya Pradesh, Jharkhand, Bihar, Telangana, Arunachal Pradesh, Assam, Meghalaya, Manipur, Mizoram, Nagaland, Tripura, Maharashtra, and Haryana.

The startup conducts over 2,500 telemedical consultancy calls per day and charges Rs 90 for a consultation with the expert whereas Rs 150 for a field visit, which Manish says is more than double the market which charges Rs 300-500.

In addition to this, he has also designed Radio Frequency Identification (RFID) tags to monitor and trace the health, location, and movement of livestock. It also stores prescriptions and the disease history of the cattle.

As of now, Verdant Impact is associated with more than six lakh farmers. Of this, more than 1.7 lakh are directly benefitting through teleconsultations.

Talking about the impact of his work, Manish says, “Among the major health issues in livestock were productivity and difficulties in pregnancies owing to malnutrition. We provide herbal treatment that boosts suitable ovulation period in cattle.”

“For instance, bovines usually conceive in 37 to 40 months if it is malnourished but when you provide good nutrition, they are ready to conceive in 22 to 27 months. This gives farmers an extra cycle for gestation before the bovine is ready for the next calving. Depending on the breed, they earn an extra income of up to Rs 2 to 3 lakh annually,” he explains.

Furthermore, Manish points out that the startup’s main revenue is generated through cattle commerce, genetics care, and sales through health supplements. Currently, his annual revenue stands at Rs 8.72 crore.

“Our lives revolve around livestock and we have proved that we are not a charitable organisation. We are a viable profitable business. This achievement is too big for a PhD dropout and a farmer like me,” he says.

More than the profits, this work is extremely satisfying for Manish. “Today, doctors cannot get away with citing unknown reasons and have to mention satisfactory reasons in their postmortem reports so that farmers settle insurance claims. Meanwhile, we have been able to boost the incomes of farmer families by 40 percent. They are able to wed their daughters by selling good breed bovines. To be able to work for millions of voiceless animals and farmer families gives me immense fulfilment,” says Manish.

Sources:

Lumpy Skin Disease Emerging Threat to Livestock Industry: Published by ICAR -Agricultural Technology Application Research Institute (ATARI) in March 2023.

Edited by Pranita Bhat; All photos: Manish Prahlad.

The Indian School of Business (ISB) has launched a unique programme tailored for upcoming and promising entrepreneurs, called I-Venture Immersive or ‘ivi’. Administered by the school’s entrepreneurship arm, I-Venture@ISB, the programme encourages keen innovators from across the country to pursue their passion with or without any formal educational qualification beyond Class 12.

I-Venture @ ISB brings together all the pillars of entrepreneurship at ISB under one roof with an aim to foster entrepreneurship and nurture startups, providing start-to-scale support to ensure startups reach the market and grow.

The first round of admission for ‘ivi’ is now underway for the founding cohort starting in October. The six-month immersive experience — billed as ‘more than an incubator, more than a school’ — will be conducted full-time on the Hyderabad campus of ISB. Designed to provide budding entrepreneurs with transformative support, ‘ivi’ will also provide funding support for promising cohort members to bring their innovative ideas to life.

The programme is designed to cater to a diverse group of aspiring innovators — including recent graduates eager to launch disruptive startups; tech professionals seeking to infuse entrepreneurial thinking into their careers; and next-generation family business owners eager to launch ventures beyond their legacies.

It will also welcome women entrepreneurs navigating unique challenges in the competitive market, and armed forces veterans looking to apply their leadership skills to entrepreneurial pursuits.

Professor Bhagwan Chowdhry, Faculty Director, I-Venture@ISB, explained, “Through ‘ivi’, ISB will foster a vibrant ecosystem that nurtures creativity, attracts investment, and empowers visionary leaders, all crucial elements for unlocking India’s entrepreneurial potential. Our pursuit is to empower individuals from all walks of life to follow their entrepreneurial aspirations, and we are focused beyond the usual big cities, with an inclusive focus on all tiers and towns.”

The application and selection process will involve the candidate uploading videos explaining their motivations — a method of selection that is not bound to grades and marks.

Saumya Kumar, Director, I-Venture@ISB, added, “By removing traditional barriers to entry and providing substantial support, we are not just shaping businesses; we are shaping a more inclusive and vibrant entrepreneurial ecosystem in India. ‘ivi’ realises our commitment to making entrepreneurship accessible to all.”

In its delivery, the ‘ivi’ programme emphasises problem-solving through innovative methods — including AI, machine learning, and data analysis. Additionally, students will acquire proficiency in accounting skills. The marketing segment will focus on branding, customer-centricity, and go-to-market strategies. Further, the ‘ivi’ curriculum will pivot towards lean startup entrepreneurship and design thinking principles.

Finance fundamentals for personal and corporate finance, negotiation enhancement, and supply chain management, are among the other subjects covered, using an immersive experience and hands-on training methods.

The ‘ivi’ fees will include on-campus lodging, with scholarships also available. Applications for the first cohort are open now on their website.

The ‘ivi’ team is doing a series of info sessions in various cities across India — for both seasoned enthusiasts and those just beginning to explore the world of entrepreneurship. These sessions are designed to cater to all levels of interest.

24 May, Ahmedabad
25 May, Lucknow
26 May, Chandigarh
31 May, Kolkata
2 June, Patna
3 June, Hyderabad
7 June, Bhubaneshwar
8 June, Bangalore
9 June, Chennai

Interested candidates can register here or get in touch with them at ivi@isb.edu | +91-9966444752

Edited by Pranita Bhat

Starting your own business is a dream harboured by many. A boom in startups in the past decade has made this a viable career choice for students today, with many looking at the prospect with rose-tinted glasses.

But how difficult is it to really run and scale a successful business?

Ask Sreejith Moolayil and Puru Gupta, brothers-in-law and co-founders of True Elements, a healthy food brand. They’ll take you through a tale that spans 13 years, 3 startups, several roadblocks, financial troubles, and much more.

What stands out is their perseverance and never-say-die attitude that helped them weather many a storm, and emerge successful.

The genesis for the Pune-based venture was rooted in personal loss. Both the founders lost a loved one due to a chronic disease. The diagnosis followed by its trials led to conversations around health and nutrition, and the realisation about the importance of a healthy lifestyle.

This realisation gnawed at the duo so much that they decided to quit their comfortable corporate jobs and create a startup focused on preventative healthcare through healthy breakfast and snack options. Started initially as an aggregator of healthy food companies, they pivoted to corporate wellness solutions, before finally finding their ‘ray of hope’ in the form of True Elements in 2017.

Over the past seven years, the brand has been one of the big players in the healthy snacking market, with Marico acquiring 54% equity stake in the startup in 2022. With a presence across 50 e-commerce channels, 12,000 outlets and selling seven lakh products a month, here’s how these MBA graduates built the business.

‘Take care of your health before it’s too late’

Sreejith (46) hails from Kerala, with a socialistic ethos, and moved to Pune for his MBA (Master of Business Administration) in Human Resources (HR). It was in 2002 that he was introduced to Puru, his wife’s cousin. Funnily, Puru was tasked by his sister to vet his brother-in-law! 

Puru (43) grew up all across the country as the son of an Army man. After an MBA in marketing, he worked at Procter & Gamble before quitting in 2011, while Sreejith too had a comfortable job at Cognizant.

In a free-wheeling conversation, the duo shared that since 2006, they had harboured a dream of building a brand. It was kicked off during Puru’s internship in China the same year, where he assessed business opportunities for Indian companies in the neighbouring country.

Sreejith meanwhile had a black book of ideas, and every meeting between the duo inadvertently involved discussing viable options.

“Puru convinced us (my wife and me) to move to China as he felt that it was a great place to start a venture. We moved there for a year in 2010 but realised that it wouldn’t be feasible to scale a business there,” Sreejith, COO of True Elements, tells The Better India.

However, he learnt an important lesson in China. The Chinese had very good food habits. “They cook food correctly, eat right, and most importantly, consume food at the right time. We do all three wrong,” he adds.

This realisation, coupled with the health-related challenges at their house solidified the need to create a change in this sector. Puru lost his father to cancer, while Sreejith’s father-in-law died of heart disease.

“We realised as a family that we never gave importance to preventative healthcare. We only take care of our health when it’s too late, or when some parameters are off the charts. Why do we react so late? We could have taken care of it earlier,” shares Puru, CEO of True Elements.

After five years of brainstorming, Puru quit his job in 2011 and started working on creating awareness about health and the importance of consuming the right food. The first company that the duo started was called ‘Healthy World’ — an aggregator of healthy food brands.

“We wanted to make sure that people take care of their health before it gets too late. We started by creating awareness and a market for brands that sell healthy foods,” shares Puru with The Better India.

The duo made a list of such brands and then started approaching them, offering to create a distribution channel for them. Puru leveraged his FMCG (Fast Moving Consumer Goods) background to create a distribution framework for ‘good for you’ brands, while Sreejith used his HR experience to get entry into corporate cafeterias.

They started by setting up kiosks at IT companies with a mission to change their snacking choices. They also created healthy hampers for events like marathons.

Six months after launching the venture, Sreejith also quit his job to scale the business. However, the duo faced their first failure, as they realised that the corporate kiosk model wasn’t going to work.

“The number of people opting for healthy snacks was very less. Those who wanted to eat healthy got their dabbas from home. People coming to cafeterias weren’t interested in their health,” shares Sreejith.

Six months in and Rs 30 lakh down, they faced a trying time. Thinking on their feet, they decided to pivot their business model, from corporate kiosks to corporate wellness solutions. “We had a lot of products in our portfolio along with a corporate connection. We offered corporates complete wellness solutions, from medical checkups to awareness programmes and food,” shares Puru.

At the same time, they also started selling the products online on platforms like Amazon, which had just launched in India. Even as their customer base increased and their product portfolio increased to over 400 brands, something was amiss. Essentially, they were educating people on health while acquiring customers for other brands.

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Why not create their own brand?

With this thought in mind, they approached a few of the smaller brands they worked with and asked them if they could sell their products under a private label. A few suppliers agreed and that’s how True Elements was born.

Over the next two years, True Elements scaled more than Healthy World, which made the founders pivot for the third and final time. They picked up the top-selling products from Healthy World and launched them through True Elements in 2016.

It would be another year before they could liquidate Healthy World and completely focus on building True Elements, which is a multi-crore brand today.

Born in July 2017, True Elements offers a range of products — breakfast items like rolled oats, muesli, granola, and shakes; seeds like chia, pumpkin, flax, sunflower, watermelon, seed mixes, and trail mixes; peanut butter, dry fruits, berries, millets, millet flours, and snacks.

They moved from a private label to manufacturing 100 percent of their own products in 2018 from their sprawling factory in Pune, where over seven lakh of their products are manufactured each month. Their bestsellers are oats, chia seeds and muesli.

‘Holding on to a ray of hope’

This 13-year journey has been far from smooth. The duo pumped in more than Rs 50 lakh in the initial few years and didn’t draw a salary for the first few years. For the next three, they drew Rs 15,000 per month.

As they tried to rescue their bleeding businesses, they were faced with dire financial situations, which escalated in 2016-17. “There was a time when I didn’t have money to pay my son’s school fees, and had to borrow money for the same,” recalls Sreejith.

Did they ever consider quitting?

“No” comes the answer in unison.

“Once you quit a corporate career, you can’t go back. We just had a sliver of hope that we stretched, leading us here today,” smiles Sreejith.

With no money and bills piling up at home, the duo picked up consulting jobs to ensure some cash flow at home. Another facet adding to their woes was the fact that they were related, with many advising them not to do business together, as it may sour the relationship.

But they kept at it, as they were sure of their vision — making people realise the importance of health before it gets too late.

Their challenges continued even as True Elements picked up, as an investor hung them dry just before the lockdown in March 2020. By this time they had over 100 employees and salaries to pay.

“As a principle, we are true to our employees and don’t cut salaries. But COVID-19 was a tough time as we didn’t have money. We asked our employees personally as to who would be okay with a deferment of salary, and we were just overwhelmed by the response. Their wholehearted willingness and trust in us pulled us through and we paid everyone’s salaries in the next three months,” shares Sreejith.

They share that during every crisis, it is a glimmer of hope that has kept them going.

Creating a brand that will outlive them

The whole idea of creating their own brand was so that it would provide value to people, at the same time outliving the founders. This led to Marico acquiring about 54% equity stake in the company in May 2022.

“We wanted to choose a partner who would align with our vision and understand health. We both were also clear, right from the beginning, that we wanted to create something that would outlive us. This acquisition would help our objective come true and make ‘True Elements’ a household brand,” adds the COO.

In today’s competitive healthy food space, the founders believe that their differentiation lies in the transparency with regard to their products. All their products have complete ingredients listed behind them and an option to trace the ingredient’s journey from farm to fork on their website using the product name and batch number.

The founders share that their startup rests on four pillars — “True to our food (nutrition), true to our word (transparency), true to our planet (recycle), and true to our families (people).”

“We are completely honest about what we put in our products by naming it all on the pack. We ensure that we even mention ingredients that aren’t compulsory because that’s what we stand for,” shares Puru.

They are a plastic-neutral brand, wherein all the plastic that they are using is recycled. “We process about 30 percent directly, while we have a partner who processes the remaining. It is converted into biofuel and supplied to rural Maharashtra,” shares Puru.

True Elements is a certified ‘Clean Label’ brand by the Clean Label Project, US, and 100 percent whole grain brand by the Whole Grains Council, US.

With a presence built around 300 towns in India with over 300 employees, supplying to over five lakh households every month, the duo are working towards their mission of providing healthy food options to Indians. They are clear on their solution — clean food — the reason they stay away from products like protein supplements.

What’s their message to budding entrepreneurs?

“Don’t overthink, just start up. There will never be a perfect time. Dive in with a childlike mindset, and just like children do when they fall down, stand up and try again. It’s okay to fall down and fail. Shun the need for validation and fear of judgement,” shares Puru.

For all the youngsters who believe that you can succeed in a year, Sreejith has some words of wisdom. “No one arrives in a year, it takes at least six years. Don’t give up before these six to seven years and don’t be afraid of going down to zero,” shares Sreejith.

Edited by Pranita Bhat, Images Courtesy True Elements

While the state government is taking several measures to control the fire, an army of 100 rural women in Champawat has taken up the responsibility to work on the root cause – pine tree waste.

Historically, the accumulation of pine needles on the forest floor has been a major reason for spreading fires in the region. Over 71 percent of Uttarakhand’s land is forested and pine trees – locally known as Chir ka ped – cover about 16 percent of the forest area in the state.

“Uttarakhand has an abundance of pine trees. They shed needles which keep accumulating year after year which are highly flammable. Even half-lit cigarettes or burnt agricultural waste can lead to these pine needles catching fire very easily and spreading in no time,” Nupur Poharkar tells The Better India.

Taking heed of this urgent situation, Nupur, along with her sister Sharvari, started ‘PIRUL Handicrafts’ to make artefacts from pine needles. With the help of 100 rural women, the startup has been able to divert 20,000 kg of pine waste into useful products.

Filling two needs with one deed

Nupur, who is a veterinary doctor, was always motivated to work in the social sector. Her dream came true in 2020 when she got a fellowship opportunity in Champawat, Uttarakhand.

“As part of this, I was expected to identify the problem in the village and suggest ways to solve it. I observed how men migrate to cities for better jobs whereas women are shouldered with responsibilities to look after their livestock and farm. Sadly, this work would get affected because of the frequent forest fires,” the 28-year-old shares.

During her fellowship, Nupur witnessed a fire breaking out in the backyard of her neighbour’s house. Sharing her experience, she says, “These villagers spent hours collecting fodder for their cattle which the fire burnt down. I saw them crying their hearts out while others rushed to put off the fire.”

“Although this was just one incident, these villagers narrated other instances which turned quite serious and scary. Not only did they lose harvested fodder but also sometimes lost livestock and the surrounding biodiversity. The government on the other hand spends huge sums every year to control the forest fires but not much has been done to solve the issue of such fires caused by pine waste,” she adds.

To fill these gaps, the Delhi resident started looking for potential solutions to utilise pine waste and generate livelihood opportunities for rural women.

In 2021, she came across a YouTube video on crafts made out of pine needles. “It’s not a very common craft. There are only a few villages in Himachal Pradesh that are actively making these products from pine waste,” she shares.

After discussing with her sister, who is a designer, Nupur zeroed in on making craft items out of pine waste.

A small step towards a big issue

After launching their startup ‘Pirul Handicrafts’, Nupur and Sharvari mobilised the villagers to collect pine waste from nearby forests. “After collecting these pine needles, we clean and soak them in water for some time. Thereafter, we make simple products like tea coasters using the coiling technique. Historically, coiled baskets made from this technique are either hay or grass-based,” she shares.

Currently, the team manufactures various handicraft products like tea coasters, earrings, storage boxes, handbags, serving trays, table mats, and planters.

Starting with 15 women initially, the team has expanded to 100 women from seven villages like KhetiKhan, Tyarsun, Patan, Chaanmari, Panda, Paati, and Jhulaghat.

Sunita Moni, who has been working with the startup for the past three years, tells The Better India, “Earlier, I used to rear livestock and grow wheat and paddy on two bigha of our land. Often, we would incur huge losses because of forest fires that would burn down our crops, fodder for our cows, even houses, and dry water resources.”

“I didn’t know that pine waste can be turned into beautiful craft items. It is exciting to make new designs every day. With this, my monthly income has also increased from Rs 1,500 to Rs 5,000. As a result, I was able to enrol both of my kids in private schools. Over these years, I also saved some of this amount to buy one tola (nearly 12 grams) of gold to secure the future of my children,” she adds.

As of now, these rural women have sold about 12,000 products and have established a large customer base in Bengaluru, Delhi, and Hyderabad cities in India, and the US.

“While the social angle is one of the contributing factors, our products have also become popular for their durability and better finish compared to other eco-friendly products like bamboo. While bamboo products are prone to fungal attack, there is no such worry in pine needle products as they are naturally-resistant to fungus,” she says.

Looking at the impact of their startup, Nupur says, “We are able to contribute towards society in a positive way. Interestingly, we have not observed any forest fires as of yet in the areas from where we collect pine needles. Earlier, at least three incidents were reported every year.”

“We have diverted 20,000 kg of waste to something useful. This is a small step towards a big issue but it can be replicated in other areas of the state to reduce the root cause and frequency of forest fires,” she adds.

Edited by Padmashree Pande; All photos: Sharvari Poharkar

Sources:

5 dead in Uttarakhand wildfires, over 1,000 hectares of forest destroyed: By Ankit Sharma for India Today, published on 6 May 2024.

Under-age chir pine trees being illegally extracted for resin in U’khand: By Shivani Azad for Times of India, published on 4 September 2023.

The bench — led by Chief Justice DY Chandrachud — emphasised that denying such leave forces women to resign. “Participation of women in the workforce is not a privilege but a constitutional mandate. Child care leave subserves an important constitutional objective to make women be part of the workforce. Otherwise, mothers will be left with no option but to quit their jobs to look after their children in critical phases of their lives,” the bench noted.

However, it is not concealed that Indian women have long been burdened with the ‘motherhood penalty’.

Statistically speaking, 73 percent of Indian women leave their jobs after giving birth; 50 percent leave their jobs to take care of their children; and even among those who manage to return, 48 percent drop out within four months of rejoining the workforce. Another survey reveals that 30 percent of women report getting wage cuts after maternity breaks.

Chennai’s Sankari Sudhar went through the same agony after becoming a mother. After facing multiple rejections, she went on to start ‘Overqualified Housewives’ to get women like her back into the workforce.

So far, more than 600 Indian women have got job opportunities through her platform.

India: Home to highest overqualified housewives

A graduate of computer science engineering from Madras University of Technology, Chennai, Sankari worked for eight years before she quit her job in 2020 — after her maternity leave. “It was extremely difficult to manage my personal and professional life simultaneously. I became a homemaker assuming it would give me the required space to take care of my family and be happy. But that was not the case,” she says.

“I saw my peers getting promoted, landing better jobs, or moving abroad for higher studies. While the entire world seemed to be moving ahead, suddenly I felt stuck in the four walls of my home. I wondered why I studied well and why I was not in a position to work. These questions kept haunting me. I never expected that motherhood could bring that kind of block road for me,” she recalls.

After a career break of a year and a half, Sankari started looking for flexible work opportunities from home. “I was not in a position to work full-time for nine hours straight. I was looking for jobs that offered flexible working hours where I could work when my baby was sleeping. Unfortunately, I couldn’t find remote options for my skillset. I started upskilling myself but I was getting easy data entry kind of jobs that did not match my skill set and were not reliable,” she says.

While Sankari was on her job hunt, she came across similar stories of her friends. “One of my friends who was exceptionally brilliant told me how her life turned upside down after childbirth. I understood I was not alone. There were countless women who were unable to pursue their careers because of the lack of flexibility in the workforce for mothers,” she adds.

Quoting an article she read in a newspaper, Sankari points out that India is supposedly home to the highest number of over-educated and overqualified housewives in the world. This context is what gave birth to her startup ‘Overqualified Housewives’ — which aims to offer work flexibility and accountability to housewives looking to continue their careers, which Sankari once sought.

Helped 600 women rejoin the workforce

At Overqualified Housewives, Sankari connects mothers with companies based on their skill sets across diverse fields — including admin, operations, content writing, graphic designing, digital marketing, social media management, video editing, developing, testing, and project management.

So far, they have onboarded at least 700 Indian companies — including PickMyAd, Nowwin Technologies, Amenstra Consulting, The Social Company, and DigiNadu — on their platform.

“Women can register themselves on our platform. They can check the job opportunities we regularly post and apply for the job. We shortlist the profiles and give the database to the clients for interviews,” she says.

The platform also focuses on upskilling these mothers aiming to rejoin the workforce after long career breaks. It offers a weekly basic upskilling programme from a subject matter expert from diverse fields. The startup does not charge a penny from these mothers except Rs 199 for an hour-and-a-half upskilling session, which is not mandatory to attend.

Highlighting the challenges in running such a platform, Sankari says, “As a women-led start-up, businesses intend to take us for granted. They will quote extremely low wages assuming women will settle in for low-wage jobs. We make sure that they are paid for the level of work which they are committing,” she says.

“Also, companies believe that we may not have good professionals or committed people. We want to break that stereotype. Women are very accountable. If they take up some work, they do it with full dedication,” she adds.

Since its launch in 2022, the startup has upskilled more than 3,500 Indian women and helped over 600 of them rejoin the workforce.

One of their ‘overqualified housewives’, Meenakshi Priyadarshini tells The Better India, “After my career break of three years, when I started applying for jobs, I did not feel confident. I was not updated on the current technology. Last year, I came across this startup and registered myself. With their webinars, I started upskilling myself to the recent technology, and after six months, I landed a job that provides me with work flexibility and decent pay for my designation.”

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Personally, this journey has been rewarding for Sankari, who not only found a purpose-driven career for herself but also helped women become financially independent and get back into the workforce.

“When they are welcomed into a job after career breaks, I see a whole new level of confidence among these women. It gives me a lot of peace and contentment, which is beyond the money I would make in any job or my own company,” she shares.

Edited by Pranita Bhat; All photos: Sankari Sudhar

Sources

50% of New Mothers Leave Their Jobs, and Only 27% Return: Report: By The Quint, Published on 28 April 2018

Maternity Benefits (Amendment) Act 2017: 3 years later, result far from satisfactory: By Sonal Khetarpal for Business Today, Published on 3 November 2020

A platform for women to relaunch their careers: By BLOnCampus, Published on 1 August 2017

“Sure, here are some suggestions.”

What if digital assistants could actually dole out ice creams instead of just suggestions?

Well, while Apple’s Siri does not have that feature, there is another Siri that provides delicious ice creams in parts of Tamil Nadu, Andhra Pradesh, and Telangana. What’s even more special is that these ice-creams are millet-based and vegan.

Four friends — Prabu Venugopal, Shashidhar, Arun Prakash, and Bhargav — started ‘Siri’, a vegan ice-cream parlour in Trichy, Tamil Nadu to change the definition of this frozen dessert in the country.

Although these globetrotters hailed from different industries, they shared a common thread — they all had farming backgrounds. So after working in different parts of the world, the four professionals quit their cushy jobs and returned to their hometowns — Prabu and Arun to Trichy; Shashidhar and Bhargav to Hyderabad — in 2016.

They then pooled their diverse experiences in hotel management, food science, marketing and finance, and brainstormed ideas to use their farmland as a valuable resource to build a thriving food business.

Passionate about building sustainable food systems, they zeroed in on growing India’s traditional supergrains — millets. Known for its drought-resistant qualities and nutritional benefits, millet seemed like the perfect candidate to promote both health and sustainability. Their efforts gave birth to ‘Siri Millets’ in 2017 with a mission to popularise the grain through value-added products like snacks, flakes, vermicelli, pasta, and much more.

Just as they were about to launch their products on a grand scale, the COVID-19 pandemic dealt a significant blow to their meticulously planned strategies. Yet, this adversity turned out to be a hidden blessing, spurring them to innovate. Out of this challenge emerged the idea of millet-based ice cream!

The path was not easy, yet they persisted with research and development for eight months. Finally, their labour of love, ‘Siri – House of Vegan Ice Creams’, was launched in 2020. With four functional outlets today, they are planning to expand their footprint through 10 to 15 stores in the coming few months.

Beyond providing a vegan, more nutritious alternative to ice cream, they are also working on educating youngsters about the importance of eating habits through awareness programmes.

So how did they make this millet-based ice cream a reality?

From four parts of the world to India

Prabu (45), a hotelier with over 25 years of experience in the field, crossed paths with Shashidhar (37), a food scientist, through work. They became friends over their common love for food and nutrition. Arun (33), a marketing professional working in the UK, was Prabu’s neighbour in Trichy, while Bhargav (39) is a fintech expert working in the USA and Shashidhar’s brother.

Although work took them to different continents, they all wanted to eventually come back to be with their ageing parents. Their families owned farmlands on which they grew paddy, which was becoming a problem due to climate change and water scarcity.

“Before the green revolution, our grandparents were growing millets like jowar, ragi, and bajra on their farms, which require less water and are resilient to climate change. The advent of the green revolution caused a shift to paddy,” Shashidhar tells The Better India.

Prabu chimes in, as Arun and his family too, share a similar story.

It’s no secret that farmers in the delta districts of Tamil Nadu, including Trichy, have experienced years of poor paddy yields due to insufficient water for irrigation, forcing many to seek alternative employment.

Hours of discussion before they quit their jobs led them to explore the possibility of cultivating millets on their existing land in Trichy and Hyderabad. Shashidhar even purchased an additional 40 acres of land and started growing jowar, ragi, and seasonal vegetables.

While growing millets was one part of the vision, the other part was drawn from their experiences. They noticed a shift towards healthy, vegan food across the world.

“I noticed that dietary requirements were changing. There was an increasing demand for vegan, non-dairy alternatives, as more people are getting lactose intolerant. In other parts of the world, people were asking for almond and oats milk, which made us wonder about an Indian, vegan alternative,” Prabu tells The Better India.

In the first couple of years after starting Siri Millets, they launched millet laddoos, cookies, vermicelli, and rava. They piloted these value-added products in Telangana and Gujarat by providing them to students in government schools for 45 days for free.

When the COVID-19 pandemic struck the nation, interrupting their grand launch, the four friends returned to their drawing board to chalk out new plans to avert the setback. That’s when Shashidhar suggested venturing into the vegan ice cream market.

‘What would an Indian alternative to almond or oats milk be?’ they wondered. Prabu recalled his visit to Karnataka, where he had seen milk being extracted from ragi and given to children. With this insight, they thought ‘Why not extract milk from millets and convert it into ice cream?’

This thought led them to launch their hero product — millet ice cream.

The team worked out of a 300 sqft space in Trichy, where they procured machines and started working on ways to extract milk from different millets. Over the course of six months, they found that the major millets — jowar, bajra, ragi, and foxtail millet — produced good results. They then experimented with different sweeteners and fruits, and developed these ice-creams.

A made-in-India vegan ice-cream

After six months of research and development, they finally started testing. They offered samples to neighbours and gated communities in Trichy. The overall feedback was positive with fresh fruit ice-creams emerging a clear winner.

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They worked on the feedback for two more months and then launched their first ‘Siri – House of Vegan Ice Creams’ store in Trichy in 2020. The flavours they offer range from vanilla, chocolate, mango, jackfruit, and jamun, to red guava, dates, banana, musk melon, strawberry, and more.

“Unlike coconut milk, which is used in vegan ice creams, millet milk is subtle and does not dominate other flavours. We use different sweeteners in different ice creams, depending on the fruits being used. For example, jaggery works well with some fruits, while palm sugar works better with some. It also varies depending on the millet being used,” explains Prabu, adding that they also sell shakes, waffles, brownies, and other products in their store.

One scoop of ice cream is priced at Rs 30, and a one-litre pack is sold for Rs 800.

Apart from that, they also realised that these nutritious ice creams are a good way to introduce children to millets and get them to fall in love with this traditional Indian grain! “Children think of millets as a punishment. Research shows that kids like ice creams and shakes, so, this would be a good mode to introduce them to these powerhouses of nutrition,” says Shashidhar.

The millets are procured from their own farms, and other farmers in Theni, Dharmapuri, and Krishnagiri in Tamil Nadu.

The venture is entirely self-funded, with each of the four founders investing a significant portion of their savings into realising their dream. Their most significant hurdle post-launch has been the widespread lack of awareness surrounding millets. To address this, they’ve been diligently engaged in consumer education initiatives, conducting awareness campaigns in schools, colleges, and institutions.

“We realised that the first step was to create customer awareness. We started visiting schools and colleges to educate the youth about the importance of nutritious eating habits. We believe that knowledge is the key to transformation,” adds Shashidhar.

They also take students on a factory tour to show them the manufacturing process. In 2023, they established a factory in Trichy, with a 10,000-litre capacity per shift.

This year, they’ve opened outlets in Hyderabad near the Statue of Equality and one in Rajahmundry. They are poised to launch 10 to 12 more outlets in the coming few months.

“For us, community engagement is equally important. It’s a movement to bring back the treasures of our ancestors, adapted to meet the needs of today’s world,” says Prabu.

As the country is seeing an increasing shift towards millets, this is a novel way to include them in our diet.

Edited by Pranita Bhat, Images Courtesy Prabu Venugopal

Ankush is the founder of an online saree platform ‘Deeva’. He started the company with a simple idea — to eliminate the middle chain in the large saree industry and connect customers directly to manufacturers.

What left the sharks amazed was the fact that at the age of 23, he had established a Rs 5 crore company — all while working out of a small village in Himachal Pradesh called Bangana.

With his work, he was able to onboard three ‘sharks’ — boAt founder Aman Gupta, CEO of Edelweiss Mutual Fund Radhika Gupta, and OYO Rooms founder Ritesh Agarwal. He bagged a deal of Rs 2 crore — Rs 75 lakh for six percent equity along with a debt of Rs 1.25 crore at 10 percent interest for three years.

“Coming from a small village with limited resources, the journey to Shark Tank was a distant dream for me. After our episode was aired, we got an overwhelming response from customers. Our phones have not stopped ringing since then,” Ankush tells The Better India.

‘My grandpa sold clothes door-to-door, my mother wore threads for bangles’

Born and raised in Bangana village, Ankush had a harsh childhood. His family of 12 would live in a makeshift tin structure before moving to a 2BHK home. To sustain this large family, his grandfather would peddle clothes door to door.

“He was a feri wala selling salwar kameez in villages. We had a small tea shop in our home. We only survived on one meal a day. Our situation was so abysmal that my mother would wrap threads on her wrists. We did not have enough money to buy her bangles. In 2004, my mother started taking stitching classes and selling suits,” he says, “By 2011, our situation improved when my father joined the business after quitting his retail outlet job.”

Ankush says his success is rooted in his family’s clothing legacy. “My family’s situation has not only taught me to be humble and grounded but also about running a business. Our everyday conversation would be on sales and business,” he adds.

However, Ankush — a computer science graduate by education — took up a sales and marketing job in a Hyderabad-based company. “As part of this work, I met a saree manufacturer who was counting profits after selling 100 sarees for Rs 300 each. After speaking with him, I understood that while manufacturers make a saree for Rs 300, they are sold for Rs 1,000 in the same country,” he informs.

Later, when Ankush decided to start his own saree business, he says he used a simple Google search to find a saree map of India that showcased the kinds of sarees worn statewide. Based on those categories, he found contacts of manufacturers and prepared a database.

“Using that list, I started reaching out to them. For about a month, I continuously travelled to at least seven cities including Hyderabad, Agra, Mathura, Vrindavan, Surat, Kanchipuram, Chennai, and Kolkata,” he says.

This tour was an eye-opener for Ankush as he observed problems faced by the manufacturers as well. “From weavers, manufacturers, distributors, wholesalers, retailers, and finally to customers — there is not one but many middlemen in the saree industry. Manufacturers deal with distributors and work on credit for one month. That means they will get payments after this period,” he informs.

“I aimed to address these challenges with my startup. My solution? Once orders start rolling in, we commit to paying manufacturers promptly. My idea was that by opting for immediate payment instead of credit, they could enjoy a steady daily income,” he adds.

After understanding the nitty gritty of the saree industry, Ankush finally quit his high-paying job in 2021 and launched Deeva.

From a small village to Shark Tank

To start Deeva, Ankush exhausted all his savings of Rs 3.5 lakh and an additional Rs 3 lakh financial support from his father. Much against his hopes, he experienced extreme losses. Amid societal pressure, he moved to Chennai — where he pursued his higher education — to escape the situation.

“Everyone knows each other in a village. When villagers saw me struggle for my startup, they started throwing tantrums at my decision to quit a high-paying city job to run a saree shop. My family also kept asking me about my daily progress. I had no answers to them,” he says.

Moving to Chennai was a challenging chapter of his life. “I was surviving on loans from friends. I was living in a small room on rent and survived on one meal a day to save money. There were days when I wanted to quit; I wanted to cry and go back home,” he recalls.

But Ankush remembered all the promises of an opulent life that he made to his parents. “I had to find ways,” he says.

Besides a mobile app, Ankush designed a website for Deeva and listed the most buying categories on the homepage. “By this time, I had understood that my customers were office-going women in the age group of 25 to 45 years who wanted to wear good quality sarees on a daily basis by investing Rs 2,000 to Rs 2,500. I started sourcing more such sarees from manufacturers and advertised them on the homepage for easy search,” he adds.

To boost sales, Ankush also outsourced to a digital marketing company that helped advertise the sarees. “Soon after, I started getting sales through social media. I got my first boost in April-May 2022 when I made sales of Rs 15,000 in one day. This was when I decided to come back to Himachal,” he says.

After he returned to his village, there has been no looking back. Today, he has established a multi-crore company based out of Bangana that sells sarees across the country in 50 categories — including Patola, Kanjivaram, Chanderi, Banarasi silk, and Chiffon sarees.

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Ankush has established a core team of 30 people from his village. He has partnered with at least 500 manufacturers across the country. This partnership has been a win-win for Ankush as well as small manufacturers who have observed a boost of at least five times in their income.

One of his manufacturers, Himanshu Jain, who has been associated with Ankush for the past year and a half tells The Better India, “Earlier, we had to work on credit with offline distributors. This meant that we’d get payments only after 30 to 45 days. They would also buy sarees in bulk and there was no surety if all sarees would be sold.”

“So, they would return to us after a month or so and dump all the unsold sarees. The onus to sell these would fall on us. But with Deeva, we get orders only after the consumer has placed an order, and we get payments in 7 to 10 days. Here, my income has also increased by 25 percent,” he adds.

Meanwhile, to make Deeva a big brand, Ankush wanted to appear on Shark Tank India. Even though he could not make it to season 2, he made a lasting impression on the ‘sharks’ in season 3. The impact of the episode was so enormous that he observed a boost of six times in his business, he informs.

Rooted in his village, Ankush now aims to make a business of Rs 150 crore, enter into export in at least 10 countries, and open offline stores in the next year.

“I do not feel I have achieved very big. It was through my grandfather’s efforts that we started getting meals three times a day. My parents worked hard so that we could wear decent clothes. I just want to give whatever best life I can to my parents,” he says.

“Recently, I gifted a seven-seater car to my father. Currently, we are building our dream house with a helipad and rooftop swimming pool in Himachal,” he adds, “Although these are materialistic things, having a bada ghar, badi gaadi (big house, big car) are dreams of a lower-middle income family. In eight months, I will move to our new home with my family.”

Edited by Pranita Bhat. All photos: Ankush Barjata.

“This guy will mortgage our home. He will ruin us.”

“Disinherit him from the property.”

Haryana’s Bhavesh Kumar grew up hearing these comments from family members. Like most youths, the biggest question that was in front of him after he cleared class 12 was “What will you do next?”

Like his father who served in the Border Security Force (BSF), Bhavesh was expected to join the defence forces or secure a well-paying government job. Contrarily, he aspired to start his own business. Initially, he tried to crack government exams but failed to do so. At a time when his peers succeeded, he was jobless and clueless about what to do in life.

Today, the 26-year-old has established a multi-crore business called Kasutam – an A2 ghee brand where he sells freshly prepared ghee (clarified butter) at his home.

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Took the road less travelled

Bhavesh grew up in an environment where most of the rural youth would wake up by 4 for an early morning run. “Most of these people pursue a career in the defence, whether it is the Army or the police. The same was expected from me. But I did not like that job or any other job in particular,” Bhavesh tells The Better India.

Recalling a childhood episode, he shares, “Whenever my father would take me to his workplace, I saw him obey the rules and orders of others. He would work under so much stress. I aspired to a life of freedom. Also, I was afraid to leave my home. My mother would jokingly warn me to send me to a hostel if I did any mischief.”

He appeared for the government examination in 2017 but failed to clear it. “While my family was sad, I was secretly happy that I failed the exam,” he smiles.

At the same time, he also dropped out of his BSc in his second year. “People started taunting me that I would either end up in farming or labour jobs. My father was very angry at me and forcefully enrolled me in an engineering college. But I dropped out of college after a month as I couldn’t understand anything,” he adds.

Bhavesh had not discovered his skill until 2019 when he read about emerging startups in newspapers and saw related motivational videos on YouTube.

While finding business ideas, he zeroed down on starting a ghee brand. “When I was preparing for the Army exams, I made many friends at the hostel. As I came from a village, they would ask me to bring pure ghee from my home. I would sell it to them at affordable prices and earn a decent income. I decided to explore the potential of the ghee business in cities that cannot house cows and buffaloes. But this is an abundant resource in villages,” he says.

With the help of his mother, Bhavesh started preparing A2 Cow Ghee, which is produced by extracting nutritious milk from desi cows. He makes ghee using the ancient method of bilona churning where milk is boiled on low flame in earthen pots over a traditional chulha to give a pure golden colour and a nice aroma to it.

From earning Rs 1,000 to Rs 70 lakh

In 2019, Bhavesh ventured into the ghee business but hardly had any knowledge of marketing. “I was just daydreaming,” he says.

Bhavesh hired a techie from Bengaluru to design a website for his online business. As he lacked savings, he took a loan of Rs 21,000 from his friends for this purpose. 

“But after the website was designed, I did not get any orders. The techie told me that I needed to post product photos to get orders. I did not know how to post pictures and courier products. I got afraid and the website shut even before starting,” he says.

After this incident, Bhavesh knew he had to click captivating pictures of his product. For this, he placed an online order for two glass jars and a cellotape. “My mother had given me Rs 3,000 to get my driving licence but I secretly used this amount to buy glass jars. By this time, my family had no idea about my business,” he says.

Using WhatsApp, he made catalogues and started advertising his brand on related YouTube videos that talked about the benefits of consuming pure ghee. 

“From morning till night, I advertised my ghee products by adding comments about them along with my contact details on several videos. Within a week, I got my first order. I earned Rs 1,125! This was my first income. When this amount was credited to my account, my happiness knew no bounds,” he recalls.

Gradually, Bhavesh started his own YouTube channel to attract more customers. “Initially, I was very camera shy. It would take me 20 takes to complete one sentence. Also, my family would mockingly call me ‘master’ as I would speak in Hindi. We speak Rajasthani and Haryanvi at home. It was only teachers who would speak in Hindi in our region,” he says.

So, Bhavesh started recording videos when there was no one around. “I started making videos on catchy topics like how many litres of cow milk is required to make one litre of pure ghee. I also learnt digital marketing to utilise it for boosting my business,” he adds.

After initial hiccups, Bhavesh made sales of Rs 1.5 lakh in April 2021. “I was happy to get this boost – this was almost the same as what my friends in government jobs were earning. A month later in May, I made sales of Rs 6 lakh and a profit of Rs 1.8 lakh. I was so thrilled that I refreshed my account multiple times in the day to check the balance. It was a large amount for an unemployed person like me,” he adds.

The same year, he established a shed to increase the cattle at his home. From 3-4 cows initially, Bhavesh today has at least 20 cows at his home and is associated with 150 local farmers to source ghee.

Once a failed entrepreneur, Bhavesh today earns Rs 70 lakh in a month and has established a customer base of 15,000 across the country.

“Initially, just because I denied preparing for the government jobs, I was told I was useless. I kept hustling for at least two years. My family believed in my dreams only when I started earning decent amounts. I am grateful that today I am able to earn even more than my friends in government jobs,” he says.

Edited by Padmashree Pande; All photos: Kasutam

Other than coaching, rest, mental strength, the most important activity in her daily routine is food. As a growing child and badminton player, she needs refuelling every few hours, with a strong focus on the right nutrition. Her mother packs several dabbas (tiffins) for her to have throughout the day, and accompanies her during every tournament. 

On these trips, she usually carries a travel cooker, different food items while battling the constant struggle of how to make tasty and healthy food for her during travel.

Similarly, Prathima Viswanath also went through this dilemma as she looked for different healthy recipes to give to her daughter, a tennis player. The Hyderabad resident accompanied her daughter to various African and Asian countries, but struggled to make food that could be carried for long periods of time — food that isn’t fried or oily, yet meeting the caloric requirements.

Over the years, the 46-year-old mastered the art of fulfilling her daughter’s requirements vis a vis nutrition as well as taste by designing her own menu. From chapatis infused with superfoods like moringa and ragi, or chutneys to carry, Prathima’s creative juices flowed for her daughter’s health.

But when her daughter went to the US to pursue her undergraduate degree, Prathima felt a sense of vacuum. Recognising the gap in the market for ready-to-cook homemade food, she converted her passion for cooking with the universal need for quick food. 

The mother of two was only too aware of the struggles that everyone faces as they grapple with the desire to provide homemade food in this fast-paced world, where time constraints are an inescapable reality. 

She turned her specialised recipes into a packaged food business called Ammamma’s with a vision to provide a convenient solution to an everyday problem. 

Started in 2019 out of a 500 sq ft space by Prathima and her husband, Viswanath, with three employees, Ammamma’s has grown into a business with a turnover of Rs 6 crore in the 2023-24 financial year. From ready-to-cook chapatis, pooris, moringa and ragi chapatis, four different chutneys to savouries, the business offers mothers a chance to make food on the go for their children.

A convenient option in a fast-paced world

An MBA graduate, Prathima focused on raising her two daughters for the past 20 years. With her husband working in Africa for almost a decade, she single-handedly managed her daughter’s tennis schedule, tournaments, along with her younger daughter’s school and extracurricular activities. 

“When my daughter received a sports scholarship to study in the US, I knew that the time had come for me to do something. Earlier, she was with me 24×7. My husband and I brainstormed ideas about what we could start, but one thing was clear – it had to be a food-related business,” Prathima shares with The Better India. 

With over 25 years of experience in the Fast-Moving Consumer Goods (FMCG) sector, Viswanath had a keen understanding of the market. Combined with Prathima’s passion for food, they found the winning combination in the ready-to-cook category.

“We wanted to build a food business as this is a universal need. In today’s busy world, food is available at the click of a button, but that is neither healthy nor sustainable. No one has the time to cook, but everyone wants simple, homemade food,” adds the entrepreneur.

Prathima started researching and experimenting with products like curry paste and chutneys. She found that increasing their shelf life without adding preservatives would be difficult. 

The one thing that stood out during her market research was the demand for quick chapatis. 

While adept at churning out chapatis for her family, she decided to equip herself with a professional certification from the Central Food Technological Research Institute (CFTRI) in Mysuru. 

The couple then invested Rs 10 lakh to start the business, which included renting the commercial space, machinery, and hiring employees. They spent the next three to four months perfecting their chapati. 

Prathima would make over 50 chapatis a day and distribute it to her friends and family. Several months and thousands of chapatis later, she found the winning combination, leading to Ammamma’s launch in April 2019.

The couple first started distributing their wheat chapatis in gated communities in Hyderabad and at hotels. 

Satisfied with the response, they next launched their products in modern trade stores. Today, they are present in leading retail chains across Telangana, Andhra Pradesh and Bengaluru; along with selling on their website. 

Their other products soon followed suit. Ready-to-cook methi chapatis, ragi chapatis, moringa chapatis, parotas, pooris, idly-dosa batters joined the roster along with  snacks like murukulu, chakodi, boondi, and cow ghee. 

Of this, their bestsellers are the ready-to-cook whole wheat chapatis, followed by the idli-dosa batter and methi chapati.

Last year, they also launched four chutneys – the famous alam (ginger), coconut chana, tomato and peanut. 

The biggest satisfaction, Prathima shares, is the feedback from customers, who come back for her products. 

Shruti, a working mom of two, says that the ready-to-cook chapatis are a lifesaver. 

“I never find time to make dinner for my children as I work in the evening. I’ve been using these products for a year and they save time, and are liked by my children as well. There is variety as well as it’s healthy,” she says. 

Investing Their Life Savings

The biggest challenge in being in retail is the huge investment involved. While they initially invested Rs 10-15 lakh, they had to keep pumping in money. 

“Getting your product into a modern format store involves a large investment. Getting the right distributors and convincing stores to stock your product is not a cakewalk. We have pumped in almost all of our savings into this which is more than Rs 4 crore,” adds Prathima.

The risk seems to have paid off, as the couple are selling over 50,000 chapatis daily with a presence in 800 stores in Hyderabad, Secunderabad and Bengaluru, boasting an annual turnover of Rs 6 crore in FY 23-24. The biggest validation for Prathima is in the numbers, as they are growing 40 percent year on year, she claims. 

They also plan to expand across India in the next five years. They’ve expanded to a 6,000 sq ft factory with over 130 employees now. 

“The road to here has not been easy. You need commitment and continuous effort to build a business and achieve your dreams,” she shares.

Edited by Padmashree Pande, Images Courtesy Prathima Viswanath

“I enjoyed the creative process but did not yet understand that this was a fundamental aspect of type design. Later, I became fascinated with radium number plates for cars and bikes, which led me to experiment with custom letter shapes. I’d offer this service to my friends and family for free just so I could see my lettering being used. This was my unintended first step into public typography,” says the unassuming 40-year-old.

Satya co-founded Indian Type Foundry (ITF) in 2009 in Ahmedabad.

“We started ITF with just one font family (Fedra Hindi). Since then, we have produced over 450 font families, including 300 retail font families available for licensing and around 150 custom and open-source fonts. Some of our most popular fonts are Kohinoor, Volte, Akhand, Poppins, Satoshi, General Sans, Swatzer, Teko, and Hind,” he says.

Transforming typographic landscape with Indian languages

The firm clocks an annual revenue of close to USD 2 million (Rs 16.48 crore approximately) and has around 300 clients from Fortune 500 companies. Among its clients are giants — such as Apple, Google, Samsung, Sony, Amazon, Hyundai, Unilever, Tata Play, Star Sports, SBI, Zee TV, Mahindra, Disney, Kotak, Discovery, and Aaj Tak. 

In 2010, Satya received the prestigious ‘SoTA Catalyst Award’ presented by the Society of Typographic Aficionados. He has been featured in Fortune India’s ‘40 Under 40’ list for three consecutive years (2016, 2017 and 2018). In 2017, he was also on GQ India’s ‘50 Most Influential Young Indians’ list.

Today, ITF is recognised as one of the leading type foundries globally, having developed fonts for non-Indian languages — including Thai, Cyrillic (Russian), Greek, Hebrew, Sinhalese and Korean. 

However, what makes ITF special is its focus on Indian languages.

“Our mission was to create a comprehensive collection of premium fonts for Indian languages, driven by a desire for cultural preservation, innovation, and addressing the needs of India’s diverse linguistic heritage,” says Satya. 

The setting up of ITF was the result of a collaboration with a Dutch typographer, Peter Bilak. 

Peter offered him the chance to design a Devanagari (Hindi) font for his company. “When this font was complete, we searched for foundries that could publish it. However, there were no foundries in India at that time for Indian languages. This realisation prompted us to launch our own foundry with just one font in our library,” he relates.

The company secured Star Plus as one of its first clients, who licensed its first Hindi font.

The vast linguistic diversity of India, with over 11 official writing systems and numerous languages, was largely underserved by the global typographic industry. Satya and Bilak noticed the lack of quality and variety in fonts available for Indic languages when compared to the extensive options for Latin scripts.

Creating fonts for Indian languages is more challenging than doing so for world languages, says Satya, because Indian languages, unlike Latin, are complex to draw and have larger character sets that require several months, and sometimes even years, to design. 

Additionally, it’s hard to find seasoned designers who are comfortable with both the language and the type design. The ‘matras’ in Indian languages add to the complexity.

‘I cannot imagine a single day not thinking about fonts’

Satya’s parents wanted him to become a doctor; so he spent two years in Kota but failed to clear the exams. That’s when he decided to pursue his interest in art instead. He joined Chandigarh College of Fine Arts, and while studying there, he learned about the National Institute of Design (NID), Ahmedabad. He then secured admission to the prestigious design institute.

“The two years at Kota were the worst of my life. I was not a good student at school except in art. Even if I had cleared the medical exams and become a doctor, I would have been a terrible doctor because it was not something I wanted to be,” says Satya with a rueful smile.

At NID, he got interested in motion graphics, one application of which is creating titles and credits for films. However, here serendipity played a key role. He “stumbled upon an unexpected opportunity” in his third year — an internship in type design at Linotype, the pioneer in making high-quality typefaces.

“That experience was transformative. In those three months, I delved into the world of typography, gaining an understanding of its significance and intricacies. The experience ignited my passion for type design and reshaped my career trajectory,” explains Satya.

His internships at Linotype in Germany and Dalton Maag in the UK were pivotal in preparing him to set up his own venture. They taught him the crucial blend of precision and creativity needed in type design.

“I cannot imagine a single day not thinking about fonts. A font is a collection of letters, numbers and symbols, all dressed up in a certain style. When I design fonts, it’s like I’m designing outfits for words so they can express different emotions and ideas,” shares Satya.

Fonts have long-term value. For instance, Helvetica was first published in 1957, yet this font remains relevant even today. ITF develops both traditional fonts (used for text in books and newspapers) and experimental or display fonts.

Traditional fonts, such as Times New Roman and Arial, prioritise readability and versatility. In contrast, experimental fonts go beyond functionality and embrace innovative shapes, concepts and designs. These fonts prioritise artistic expression and invigorate visual design. They have a lot of character and are used in headlines, logos and posters. For sports events, children’s books, and film posters, ‘grunge’ (messy text) is used at times, he explains. 

The company’s most popular font is the Kohinoor series designed by Satya. “Before Kohinoor, there was no font that could support all Indian languages. For instance, in an airport in Gujarat, we need signage in three languages — English, Hindi, and Gujarati. Fonts in a family are aesthetically consistent. Apple has licensed the Kohinoor family. If you get a message in Hindi or Gujarati from an Apple device, the font will be from our Kohinoor series,” says Satya.

Incidentally, the Kohinoor font family is on display permanently in London’s The Design Museum. 

The inspirations and innovations driving ITF

One of the biggest challenges ITF faced was the scarcity of skilled type designers in India. Students and interns were trained and added to the team. Today. the team of 25 members are spread across the globe.

Another significant hurdle was cultivating a market for fonts. More people, including students, are now willing to invest in quality fonts, recognising their impact on the effectiveness of communication and branding.

The prices of ITF fonts range from just Rs 2,500 for a one-user desktop licence to several lakhs a year for a large enterprise licence.

“At ITF, we offer free licences to students and teachers, aiming to support education and nurture the next generation of designers. In 2021, we launched ‘Fontshare’, providing 25% of our retail font library for free, to make high-quality fonts accessible to everyone. Fontstore was envisaged as a marketplace but currently, we sell only our own fonts. Quality and royalty are two issues that come up if we sell fonts developed by others,” he explains.

Apart from developing fronts from scratch, ITF also acquires fonts. Recently, it has acquired several independent foundries. “We’re on the cusp of launching a new umbrella-type foundry that will unite all our brands. Our goal is to expand our retail library. A key focus for us is ensuring our library is inclusive, representing not just English or Indian languages but also those that are endangered and less represented worldwide.

Talking about his inspirations in the sphere of typography, Satya names Adrian Frutiger — the Swiss type designer known for his clarity and functionality in fonts like Univers and Frutiger — and Herb Lubalin — a creative typographer who infused letters with emotion and narrative. Eric Gill’s harmonious blend of classic and modern styles, evident in typefaces like Gill Sans and Perpetua, has also guided his approach to design.

These pioneers have shaped his understanding of how type can communicate beyond words, blending artistry with utility, says Satya.

Satya is the eldest among three brothers and one sister. His parents have settled down in Jodhpur. He is happy that his successful venture has enabled him to pay off a significant debt for his father and support his sister’s pursuit of a design career. Currently single, he has been living in Ahmedabad since 2004 when he joined NID.

He enjoys classical, Sufi, and Rajasthani folk music. While he used to play sports in school, today he occasionally finds time for video games. He likes watching movies, mostly Bollywood dramas and comedies. He prefers low-budget films, which do not feature big stars — a recent favourite is ‘12^th Fail’.

Regarding work-life balance, Satya says, “Running my own business affords me the flexibility to work on my own terms. Also, I find immense joy in what I do, which blurs the lines between work and leisure for me.”

Edited by Pranita Bhat

Despite multiple attempts, he couldn’t crack the IIT entrance exams. In 2021, after another unsuccessful try, Akshay shifted his focus towards entrepreneurship while continuing his engineering studies at the Sitamarhi Institute Of Technology.

This wasn’t an isolated incident for Akshay; witnessing numerous students facing the same struggle at the stores made him realise the widespread issue.

After closely observing the market for several months, Akshay and his friend Srijan Kumar launched an online platform ‘Kitabwalah’ in 2022. Through thorough market research, the 21-year-olds recognised the significant demand for affordable used books across various categories.

Kitabwalah offers a wide range of used books catering to school students, college students, competitive exam aspirants, as well as fiction and non-fiction enthusiasts. Within just two years, they’ve successfully sold over 6,000 books, generating sales of Rs 8 lakh this year alone.

Their innovative initiative caught the attention of the Bihar Government, leading to them securing seed funding under the Bihar Startup Policy 2022.

‘I didn’t want anyone to struggle to buy books’

Akshay grew up in Ramchandrapur in Muzaffarpur, Bihar, in a joint family. Money was hard to come by in his childhood years, and he studied in a school in the village itself till Class 5.

“My father is a farmer and prioritised education for my siblings, cousins and me. He went above and beyond to provide us with the best education possible. After Class 5, I moved to Muzaffarpur to a better school,” Akshay tells The Better India.

During his high school years, Akshay frequently resorted to purchasing second-hand books due to the prohibitive cost of new ones. He vividly recalls instances where popular titles like R S Aggarwal’s Mathematics books or S Chand Publishers’ textbooks for Class 9 and 10 would be priced at over Rs 500 each. Fortunately, he managed to acquire them at a fraction of the original price, typically around 50 to 60 percent of the MRP.

His struggle continued when he embarked on his IIT-JEE coaching journey, necessitating visits to multiple shops in search of required books.

“I wished there was an easier way to purchase these books and had noticed a huge demand-supply gap. So when I couldn’t get a good rank in JEE after two attempts, I decided to do something off the beaten path and try my hand at this business,” he adds.

Armed with Rs 800, Akshay and Srijan bought some second-hand books from the market. After a few days of brainstorming, they came up with the name ‘Kitabwalah’, set up their website and social media accounts, and posted the books to gauge response. “We posted the books on Facebook and got a good response,” he recalls.

However, with no investment, the two young entrepreneurs found it difficult to meet requirements. Their margins too were low as they were purchasing the books from the shopkeepers.

“The second-hand sellers buy these books from kabadiwalas (scrap collectors and sellers) on a weight basis, which gives them huge margins. We first had to build a network of kabadiwalas to purchase the books,” he informs, adding that they started visiting scrap sellers in Muzaffarpur and buying books from them.

Today, the dynamic duo boasts partnerships with nearly every kabadiwala in the city, with their network now reaching into Patna and other regions of Bihar. Leveraging the power of word-of-mouth and social media platforms like WhatsApp, Facebook, and Instagram, they’ve successfully moved over 6,000 books, raking in sales of Rs 8 lakh in the fiscal year 2023-24.

But what truly sets them apart is their unwavering determination to thrive and establish a distinctive identity. Starting from scratch, they nurtured this enterprise from the confines of their own home while juggling college commitments by day. Their nights are dedicated to fielding calls, managing messages, overseeing shipping logistics, handling orders, orchestrating expansions, and much more.

Amidst this whirlwind, the duo is also pursuing a BSc degree in data science and applications from IIT Madras, adding another layer to their already impressive repertoire.

The journey from buying second-hand books to tasting entrepreneurial success

Akshay believes they stand out because of the variety and the prices of their books. “We offer books at lesser prices than standard second-hand booksellers. We understand the pain that a student faces and hence sell lower while maintaining good margins,” he says.

To bolster their expansion efforts and meet the demand, securing funding and mentorship became paramount. Their breakthrough came when they discovered the Bihar Startup Policy 2022 and applied for the Bihar Innovation Challenge 2023, a programme designed to assist students and startups in commercialising their ventures through financial support and accolades.

The pivotal moment, according to Akshay, occurred during the challenge in October 2023, where they emerged as one of the Top 20 contenders out of 300 startups. Although they didn’t clinch the top prize, they successfully secured funding through the Startup Policy. This initial grant, amounting to Rs 10 Lakh, was provided as an interest-free loan by the Government for 10 years. The disbursement occurred in phases, contingent upon achieving specified milestones and demonstrating performance.

In January 2024, Kitabwalah received Rs 4 lakh in the first phase. They judiciously allocated these funds to upgrade and relaunch their website, procure a more conducive workspace, expand their book inventory, and bolster their marketing efforts.

On their new website, the duo are selling school books for ICSE, CBSE and Bihar Board, books for competitive exams, fiction and non-fiction books, along with new books. “Some customers want new books and we are offering that at competitive prices,” adds Akshay.

Today, they are catering to almost 200 to 250 customers daily from across the country, claims Akshay. Their average order value is around Rs 1,000.

Sameer Shrivastava, an engineering student, who bought a few books from Kitabwalah, shares, “Their rates are lesser than other sellers. It’s also easy to access and offers a huge selection of books.”

Going ahead, Akshay wants Kitabwalah to become a one-stop shop for all things related to books and school supplies. “While our primary focus is on used books, we also want to sell stationery, school uniforms, e-books, audiobooks and more,” he says.

What was the response of his family to their achievements? “They are incredibly proud. I’m a first generation graduate and my family never imagined that I would start a business one day. It’s beyond our wildest dreams,” he smiles.

Kitabwalah also accepts book donations. If you wish to donate a book or buy one, you can do so here.

This thought remained in Hardika’s mind throughout her 20s and 30s as she navigated life and found her footing as a management consultant in Silicon Valley. Growing up in Mumbai in a middle class family, her life and upbringing was far from ordinary. 

While her mother owned a small business, her father, who is blind, taught at a women’s college. They challenged societal conditioning and traditional roles, and battled against all odds to give their two girls everything they needed to fulfil their dreams — even if that involved selling their suburban Mumbai home and moving to a smaller apartment to fund Hardika’s undergraduate education in the US. 

Besides supporting his own daughters, Hardika’s father also provided monetary aid to blind schools by sponsoring braille printers. The concept of giving back and its social impact was drilled into her. As an adult, when she found out about social entrepreneurship as an adult, she found the missing puzzle piece.  

Then after 23 years of being in the US, she returned to India in 2011 to launch Kinara Capital. It  provides unsecured loans to Micro, Small and Medium-sized Enterprises (MSMEs) within 24-48 hours and has helped over 1,25,000 business owners so far. Her vision was to provide capital to small business owners so that everyone could expand their ventures. 

Her business has a special focus on women, be it in their personal team, where almost 60 percent top management are women, or through their ‘HerVikas’ programme, that provides discounted business loans for women-owned MSMEs to help them take their businesses to the next level. 

Here’s how Hardika built this business which has disbursed over Rs 6,760 crores so far. 

Seeds of social entrepreneurship 

After entering junior college, Hardika wasn’t too happy about the fact that she could only choose one subject to major in. She was interested in multiple subjects, and wished for a course that would allow her that liberty.

During the same time, her father who taught political science, would frequent the American library in Mumbai. He used to take his daughters there from time to time. Here, Hardika came across the courses taught in American colleges. 

“I discovered liberal arts, where you can study a wide range of subjects and still get a graduate degree. It was just what I wanted and after I learnt about it, it became my goal to pursue this course in the US,” Hardika tells The Better India.

Hardika’s upbringing was non-traditional in a lot of ways. Her mother had been ostracised by her family for her choice of partner and faced many struggles, yet the family chose to be happy and live a life full of love, happiness and dreams. 

With her unconventional upbringing, her parents allowed her and her sister to dream big, work during junior college, have different life experiences and most importantly, go abroad for an undergraduate degree, which was quite unheard of then.

Hardika worked summers after finishing Class 10, where her first job was working as a market researcher for shampoo fragrances. After that, she worked as a font designer.

“Just before going to college, I had to create fonts for Indian languages on the computer. Since they wanted someone who could handle computers and had an artistic mind, I got the job and worked there for three months,” adds the Bengaluru resident.

While she managed her pocket money, raising funds for her undergraduate degree in the US was no mean feat. Hardika shares that she spent almost 18 months preparing for all the different exams, but mostly just trying to find avenues for her finances. 

“It was really not cheap to go to the US in the 80s. Liberal arts colleges then gave some financial aid, but it was very limited,” she adds.

Her parents came to her rescue and sold their house to fund her education, moving to a smaller rented apartment. 

The then teenager entered Knox College in Illinois, USA, where she pursued a BA in computer science. The degree gave her the opportunity to study everything from world history, anthropology, economics to symbolic logic apart from traditional subjects.

After her undergraduate degree, she worked at Accenture in Chicago, Singapore, Sydney, and then back again in the US in San Francisco in financial services, technology and consulting for almost 19 years. 

Her work also brought her to India almost 10 years later, in the post liberalisation era. For someone working in the Silicon Valley, she found a stark difference and a big gap in accessibility that needed to be filled. 

She then decided to spend her weekends every summer as a social impact business mentor. 

“I would spend time with entrepreneurs across the world, including India, and help them develop their business ideas, models and also face related challenges,” she adds. 

She followed this mentorship up with an executive MBA at the University of California, Berkeley, Haas School of Business. She noticed a pattern in the challenges faced by people in India, and one recurring challenge emerged — access to capital.

Finding the missing piece of the puzzle 

“I spent three months in India with bankers, techies, and self-help groups to understand where the gap in access to capital lay before starting Kinara. After all, micro finance and Non-Banking Financial Companies (NBFCs) had expanded very well in the country by then, and were able to meet the needs of people in rural India,” adds Hardika. 

The major credit gap, the consultant found, was in the ‘missing middle’, of people in need of loans in the range of Rs 1 lakh to Rs 10 lakh. 

Meeting these small business owners, SHGs, women entrepreneurs, led to a deja vu moment. 

Didn’t her mother face the same problem 25 years back? Why was no one able to fix this credit gap for this income group, wondered Hardika.

Determined to ensure that no one should have unfulfilled dreams due to lack of capital like her mother, the 53-year-old decided to solve the problem. Providing collateral was a major problem in this bracket, which she solved through Kinara Capital by providing unsecured loans. 

“The biggest gap across tier 1, 2 and 3 cities was unsecured business lending, as most of the borrowers don’t have land or property to offer as collateral. I decided to focus on people in these cities who are on the fringe of inclusion,” she adds. 

What sets Kinara Capital apart?

With Kinara Capital’s launch in 2011, Hardika raised funds from social impact investment funds like Michael & Susan Dell Foundation, Patamar Capital, Gaja Capital, British International Investment (BII) and more. 

Kinara vets its customers with the help of AI and Machine learning, with the last mile delivery done by its officers. They have 133 branches across 100 cities in the country, and have disbursed over 1,25,000 loans so far, with assets under management of over Rs 3,170 crores.

The interest rates range from 20 to 32 percent on a reducing balance basis, with the average tenure ranging from 36 to 38 months. 

“Our underwriting is 95 percent digital and 5 percent physical, through our sales officers on ground. It’s a blended tech model with a physical branch network where most of the underwriting and collections are done online,” adds the social entrepreneur.

She says that 20 percent of their monthly disbursements go to existing customers, helping them grow their businesses. 

One of Kinara’s clients, Divya explains how the company’s policy helped her. 

She runs a company called Brookwoods Technologies in Bengaluru, and wanted to take a loan for her business. Since her business was less than a year old, most lenders refused.

“Most NBFCs and banks lend after a business completes three years of operations. Kinara didn’t have such conditions and gave us a loan, which helped us immensely. The entire process was streamlined and online. An officer from their team came for inspection and sanctioned the loan very quickly,” she says.

Divya has been able to grow her company to a turnover of Rs 3 crores in 3 years.  

Through all this, Hardika states that Kinara is profitable today and rearing to reach more business owners. 

The reason for Kinara’s existence began thanks to a woman entrepreneur, and hence it’s a no-brainer that their HerVikas programme, which offers discounts to women entrepreneurs to boost their businesses, remains successful.

The programme has disbursed Rs 700 crores in the past 5 years, offering a 1 percent interest discount, 60 day repayment holiday, 50 reduction in processing fees.  

With a 3.5 percent to 4 percent Non-Performing Asset (NPA) rate, Hardika wants to reach more MSMEs in the coming years, hoping to reach 2 lakh additional customers in the next 3 years. 

“There is a notion that unsecured business lending is risky and customers will disappear with your money. Our numbers prove that this is so far away from the truth. Customers are grateful to have access to capital and repay on time. They also use the money judiciously to grow their businesses,” she says.

Going forward, she hopes to enhance more jobs by reaching more small businesses. She doesn’t want any business owner with potential to lose out because of lack of access to capital. 

“My mother could have been a big franchise owner had Kinara been present then. Let no other entrepreneur lose out on their potential due to lack of access to capital. Let there be no regrets, ifs and buts,” says Hardika. 

Edited by Padmashree Pande, Images Courtesy Kinara Capital

Born and raised in Silchar, Assam, momos have been a staple for this engineer and a former DRDO scientist. Shouvik founded Prabhati Foods Private Limited, and under his brand ‘Zomoz’, he started selling momos in Hyderabad.

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Beyond delighting hundreds of momo lovers, the brand harbours another secret — it has pioneered an automated momo-making machine! After opening its first outlet in 2016, Shouvik started to gain more popularity and more outlets started to spring up.

He got his big break a year later when he was approached by a cinema chain to supply momos in all their theatres in Hyderabad, Kerala, and Vijayawada. While he was excited about the offer, he knew that his current capacity would not be able to meet the demand.

“The process of hiring and training felt lengthy and repetitive to me, so I decided to innovate something new. This set me on a quest to explore different types of machines used for making food items to eventually invent my own,” he shares.

After months of research and several trips to China and Korea, he was ready with his machine. From chopping the vegetables, and making the dough to making the momos, everything is done using machines at the Zomoz production centre.

“Each production line consists of three different units, and each line can produce around 8,000 pieces in an hour. Each machine can produce 2.25 lakh momos every day,” he informs.

(Edited by Pranita Bhat)

Intrigued, Kanishka delved into research on bone conduction technology and its potential applications. If it could enhance communication amidst the cacophony of warfare, he pondered, what other transformative uses could it serve?

Might it offer hope to those dealing with hearing loss, or individuals with conditions like microtia, whose external ears are underdeveloped? Could this technology present a non-surgical, cost-effective solution for millions worldwide?

Kanishka’s mind buzzed with possibilities, igniting a passion to explore the untapped potential of this innovation.

In a resounding affirmation of their journey, Kanishka and Raj Shah have indeed forged a remarkable path over seven years. Through their company WeHear, the two have built HearNU — a hearing aid that uses bone conduction technology, offering a non-surgical solution for people with conductive hearing loss. They have also developed bone conduction earphones called WeHear OX — where the earphone doesn’t sit inside your ears.

WeHear has a granted patent for its HearNU and is transforming the lives of thousands of young children and adults with conductive hearing loss, in which sound waves are not able to carry all the way through to the inner ear.

Kanishka and Raj claim that it is “the only bone-conduction hearing aid in India and the world”.  Since their launch in 2021, they have sold over 11,500 devices and have earned a revenue of Rs 5.5 crore in FY 2023-24.

They also bagged a deal of Rs 2.5 crore in Shark Tank India Season 3 from Peyush Bansal, valuing their company at Rs 250 crore.

So what exactly is bone conduction technology and what makes their patented product unique?

Made in India for the world

Kanishka recalls being fascinated by audio and electronics. He participated in many robotics competitions across the world, and often came across brilliant innovations, hoping to make one himself one day.

“I had about 18 to 19 pairs of earphones as I love listening to music. When I read about the bone conduction technology used in the US Army, I wondered about the other use cases for it. I started researching and developed a prototype of a hearing aid using this technology in 2017,” Kanishka tells The Better India.

The Ahmedabad resident then spoke about this idea with his co-founder Raj, who quit his job and joined him to build the device. They were incubated at the Gujarat University Startup and Entrepreneurship Council (GUSEC), where they received funding and support to start their research and development.

After a few tweaks, when they were satisfied with the prototype, they partnered with the Bahera Munga Shala in Ahmedabad, a school for hearing-impaired children to test their device. The moment that the duo dearly cherish, is the first time a child heard a sound in his life, thanks to their device!

“We played some music, and the child heard a sound for the first time in his life. I can’t forget the way his face lit up. He started enjoying the music, and his mother was in tears. That moment is etched in my memory forever,” shares the 28-year-old.

With their resolve strengthened, the duo then worked on perfecting their device. This journey was far from smooth as it took them around two and a half years and seven prototypes before they came up with their final device — the HearNU.

After they felt that their device was ready for the market they did alpha and beta testing for one and a half years before launching the final version in 2021.

How the device works

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This device is meant for people who have conductive hearing loss, have microtia (a congenital ear deformity in which the external ear is malformed and underdeveloped), or have any other problem in the physical ear.

The HearNU comes with a wearable band, which is connected to the hearing aid through Bluetooth, and uses bone conduction technology. The hearing aid, which is shaped like a band, sits behind the ear on the temporal bone.

“This device uses the bone as a conductor of sound. The device, placed on the temporal bone, sends vibrations to the cochlea. It bypasses the physical ear system, namely the outer ear, inner ear and middle ear, directly simulating the last part of the ear, which is connected to the brain,” explains Kanishk.

The band, which the user wears on the hand, is equipped with microprocessors. “It captures the audio and sounds, tunes them, processes them and sends them to the hearing device, enabling the user to hear. The Bluetooth can also be connected to any other device like a mobile phone, TV, or laptop, helping children listen to classes,” he adds.

The solution for people with conductive hearing loss is usually a surgical implant called the BAHA implant (Bone-Anchored Hearing Aid), which uses the same technology used in this hearing aid. The corresponding surgery generally costs Rs 8 lakh, according to the founders, while this device costs Rs 80,000.

“Our differentiator and patent is for the fact that we have been able to use this technology, which is used in the surgery and military devices, for a non-surgical hearing aid,” he adds.

They partnered with the All India Institute Of Speech and Hearing in Mysuru for clinical trials and also received grants from the Union Government and State Government worth Rs 25 lakh to fund their research.

Today, through this venture, the duo have provided the gift of hearing to over 11,500 children and adults across the country — the majority of which are through partnerships with corporations and CSR activities. They also partner with State Governments to distribute hearing aids as part of the Government’s Samagra Shiksha Abhiyan.

In addition, HearNU is currently being exported to countries in Africa, with plans for global expansion supported by a granted patent covering 27 countries.

After the success of HearNU, they also launched a bone conduction earphone called WeHear OX, which they claim is “safe for our ears” as it bypasses the physical ears and comes equipped with a 72-language translator. These earphones are priced at Rs 10,000.

They are working on HearNU BTE — a hearing aid for people with other forms of hearing loss — and have three more products in the pipeline.

“We want to create an ecosystem in hearing aids that are completely made from scratch in India, for the world. Our solutions will be affordable for all, ensuring that everyone with hearing loss can find a non-surgical alternative,” says Kanishka.

With the WHO estimating that one in 10 people will have disabling hearing loss by 2050, such solutions are definitely welcome.

Edited by Pranita Bhat, Images Courtesy WeHear

Sources

WHO Report

In the past decade, India has been a witness to innovation and entrepreneurship taking centre stage. The Economic Survey of 2023 highlights a surge in entrepreneurship which is not only setting a precedent for the future generations but changing the concept of employment. The report also indicates that the startup ecosystem in India will create over 10 lakh jobs in the coming years. Indian School of Business (ISB), through their one-of-a-kind ‘I-Venture @ ISB’s’ programme is providing the required support to this ecosystem and championing entrepreneurship for every section of the society

Under its purview, there are various programmes all fostering entrepreneurship and nurturing startups by providing them with ‘Start-to-Scale’ support that will accelerate their conversion into profitable ventures. One such recently launched programme ‘DiscoverShe’, brings together the goals of a profitable venture while upholding the inclusion of women in business by empowering women micro-entrepreneurs to scale.

Through a series of yatras (roadshows) in Tier 2 and 3 cities of India, DiscoverShe is set to provide a platform for these women entrepreneurs to pitch their ideas and engage with investors, mentors and other stakeholders. But as Saumya Kumar, the Director of I-Venture @ ISB highlights, a significant obstacle hindering the growth of women-led businesses in India is the lack of micro-financing options.

Women entrepreneurs often encounter challenges due to low CIBIL scores (a numerical figure that denotes one’s creditworthiness and is a reflection of how well they have managed their finances) which impacts their creditworthiness and raises speculations about their ability to manage the finances of their own business. As a result, women entrepreneurs with brilliant ideas and business acumen find it particularly difficult to procure financing for their business ventures. 

So, is it fair to clip the wings of exceptional ideas before they can take off to higher skies solely because a woman entrepreneur is unable to arrange financing? 

This is where DiscoverShe steps in.

“The objective is to empower these enterprising women by alleviating financial constraints through micro-financing support, ensuring their progress remains unhindered,” Saumya says.

With this in mind, DiscoverShe kicked off with the aim to empower 2,500 women across India, particularly from tier II and tier III cities. However,  a lack of financial empowerment is not the only struggle faced by women entrepreneurs. Hence, the team of DiscoverShe took it upon themselves to be more than just a financing program and become a safe space for women entrepreneurs to exchange ideas, learn and grow their business ventures.

Infusing confidence into ideas

Interacting with women entrepreneurs through the journey across tier II and tier III cities in India served as an opportunity to understand the mindset and approach in the business world. As Saumya points out, there were two significant gaps — one was storytelling around the product and the other was a lack of confidence.

Saumya emphasises, “The first part of sales is to go talk to people.” Shy demeanour and hesitancy often resulted in women not networking effectively. Consequently, the program’s focus shifted from mere financial empowerment to providing comprehensive support for women-led businesses.

The workshops and sessions were designed to get women to speak up, and channel their storytelling skills by encouraging them to speak about the inspiration behind their ideas, their goals for the business, and what they are looking to achieve. Only once these details were in place, the women were guided concerning the maintenance of the product, the packaging and other logistics.

Connection and collaboration are the pillars on which entrepreneurship rests. The multi-city boot camps and incubation stages were decided keeping this in mind. Elaborating on the nuanced design DiscoverShe follows, I-Venture @ ISB shares that it involves a three-phase approach that is divided into four stages.

Before commencing the first stage, there is a great deal of awareness created about the endeavour. Through outreach campaigns and talks, over 5,000 women are made aware of the opportunity and encouraged to come forward with their ideas. The next stage shortlists women through a set of eligibility criteria such as age, aspirations, and educational background.

Scouring through thousands of ideas is tough. But this is where local partnerships and ambassadors play a role.

Not only do these ‘ambassadors’ fine-tune the number of applications received, they also play a bridge between ISB and the entrepreneurs.

Filtering thousands of ideas to find the best ones is done by these ambassadors through a host of speed-pitching sessions and ideation workshops. The goal is to end up with 2,500 women with incredible ideas and passion. It is these 2,500 businesses that find their way to the multi-city boot camp.

Aside from playing the role of helping hands through the process, the presence of these ambassadors also ensures that connections are not lost. 

Saumya shares, “The women also have a sense of security that there is a middle person who is there to solve their problems and relay them to us if needed. In that way, we can continue guiding them through the process of different aspects of the business.”

The boot camp falls into the next phase and takes place over the span of six months. During this time, the 2,500 startups (100 from 25 cities) interact with mentors and finetune their business plans and pitches. They are guided with the necessary knowledge that they need to further scale. This includes their social presence and their pricing strategy.

The top 20 businesses that perform well enter into the incubation phase which will last for 90 days. These businesses go through a rigorous training and mentorship process during which the women entrepreneurs are provided with training and capacity building, material support, access to schemes and technology, and skills and mentorship at the I-Venture @ ISB.

Customer connect, investment opportunities and pilot testing also take place during this phase. The idea is that every business that emerges from this phase is ready to dive into the real world of business.

What is fascinating is that the businesses span sectors; both traditional and modern. From photography, tailoring, and beauty services, to disposable plate making, educational coaching, and healthcare, I-Venture @ ISB believes no idea is too small to scale. As Saumya points out, having dairy farming and poultry on the list ensures that even women who wish to take up businesses close to home are not overlooked.

DiscoverShe strives to support these women, unleash their potential, and transform their dreams into reality. The programme rests on the belief that limited access to capital, infrastructure constraints, and socio-cultural barriers shouldn’t stand in the way of a great business idea.

With the aim to bridge these gaps, DiscoverShe wants to provide support where it’s most needed.

Edited by Padmashree Pande

At the young age of 19, Jithu Thomas from Kerala developed a keen interest in mushroom farming. He sowed his mushroom seeds in a packet and has never looked back!

With the help of his mother Leena Thomas, he decided to start growing mushrooms.

“Mushrooms need a controlled climate to grow where the temperature shouldn’t fall under 30 degrees Celsius. Installation of a proper cooling system is therefore significant. We have designed the room and its settings in such a way that around 20,000 beds can be positioned in a space where usually only 5,000 beds are placed,” explains Jithu.

“There are many advantages to mushroom farming including its less growing period. But that doesn’t mean it is an easy task. The crop is fragile and extremely sensitive. A minute change in temperature or the advent of pests can ruin the crop completely,” warns the young farmer.

Today, the duo are earning Rs 40,000 per day by selling mushrooms! 

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Spread over 5,000 sq ft of land, the farm uses simple science to keep temperature and humidity at optimum levels. This helps the duo produce over 100 kg of mushrooms every day!

These mushrooms are then sold to retailers with no middlemen helping them to keep costs low and make better profits. Jithu also has expanded the business by training people in mushroom farming. “At least 1,000 people have attended my classes so far but I am not sure how many took up farming later,” he shares.

(Edited by Padmashree Pande)

1. Goya Swim Company

Rhea Majumdar, the founder of Goya Swim Company, uses cutting-edge technology to transform recycled ocean plastics into stunning and sustainable swimsuits.

Each clothing item uses about 29 plastic bottles picked directly from the ocean.

2. Ecoline

Father-son duo K Sankar and Senthil Sankar manufacture sustainable clothing like jackets, blazers, T-shirts, and bottoms using recycled PET bottles. They use around eight PET bottles to make a T-shirt, 20 to make a jacket, and 30 to make a blazer.

With this, they save 15 lakh PET bottles from entering landfills and oceans daily.

3. Malawa Kela Resa Utpadan Laghu Udyog Kendra 

It’s the first startup in Uttar Pradesh to use banana stem fibre to create products ranging from clothes to sanitary napkins. Founded by Ravi Prasad, it sells footwear, hats, carpets, and other items made from banana waste.

The company is currently earning in lakhs and empowers 450 women.

4. MAYU

Mayura Davda Shah runs MAYU, a sustainable fashion brand that uses fish scales to create eco-friendly, sleek, and textured leather. The brand’s creations have graced the ramps of Paris and Hungary showcasing style with a conscience.

5. Canvaloop Fibre Private Limited

This company, led by Shreyans Gokhra in Surat, makes sustainable fabrics. They use leftover materials from pineapples, bananas, and hemp to produce environmentally friendly fibres, using only 10 litres of water per kilogram.

Their process saves 3,500 litres of water per pair of Himalayan hemp jeans compared to traditional methods that use a lot more water.

Watch this video to learn how these startups are converting trash into fashion:

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Edited by Pranita Bhat.

Be it culinary, cosmetics, green energy, or agriculture, women have created a niche in every sector of the Indian market. According to a WISER — Women in India’s Startup Ecosystem Report, women-led startups have risen to 18 percent in the country in the past five years. But while this is a poster story of the success that the female entrepreneurial world has witnessed, another report by DealStreetAsia claims that startups founded by women received only 0.3 percent of India’s total venture capital funding.

The irony is evident.

While growth is a series of small steps, Cisco and Villgro — a social enterprise incubator — have come up with a joint initiative, ‘Tvaran’, whose intent is to introduce progressive changes to the way women-led startups are being empowered.

Its first cohort, launched in October 2022, met its goal of accelerating women entrepreneurs driving innovative solutions in the climate action sector by providing them access to markets and finance.

Why specifically climate action?

As Kalyani Krishna, Manager, Gender Inclusion Villgro, explains, “It is the need of the hour.”

Human-induced climate change is not just hearsay, she cautions. A 2020 research initiative spearheaded by the Center for Climate Change Research (CCCR) in India on behalf of the Ministry of Earth Sciences (MoES) revealed a rise of 0.7 degrees Celsius surface air temperature from 1901 to 2018 and a rise of 1 degree Celsius sea surface temperatures in the tropical Indian Ocean from 1951 to 2015.

“Why climate action startups, you ask? Why not?” She emphasises how Tvaran is tying two goals into one by backing women business owners and, in turn, champions of climate advocacy. Early-stage women entrepreneurs are being supported by helping them amplify their market presence. This is being achieved by giving them access to markets and finance, which will, in turn, help them commercialise and scale their ventures,” says Kalyani.

Offering the women assessment on their go-to-market strategies and opportunities for impact will put them on the right path to getting visibility for their startups, she adds. 

To this end, Kalyani breaks down the step-wise approach they followed in the first cohort. “The first step was to identify startups offering innovative solutions across sectors, such as renewable energy, water and waste management, and climate-smart agriculture. We received 140 applications,” Kalyani shares.

Of the 140 applications, 11 startups that had “solutions ready to commercialise” were selected and provided with four-week support filled with expert masterclasses and mentoring sessions to come up with the go-to-market plan (GTM). At the end of the term, they were evaluated by an expert jury that assessed their innovation, plans to scale, and impact.

Those who proved their mettle made it to the top seven, and recount the period between April and September 2023 as transformational.

Kalyani explains the nature of the grants they were provided during this time. “The grant of Rs 20 lakh went towards helping startups implement their GTM plan to expand their geographical markets and build commercial pilots.”

She adds that aside from this, the startups are also provided with market connections to help them commercialise their product and build visibility. The last step is mentoring, wherein subject matter experts from Cisco guide the enterprises with valuable insights into technology, markets, and strategic expansion.

Elaborating on why this step is crucial before the startups are deemed fully prepared to crack the market, Harish Krishnan, Managing Director and Chief Policy Officer of Cisco India & SAARC, Cisco says, “Cisco’s purpose is to ‘power an inclusive future for all’, and this is reflected in the design of the initiatives we do. In our collaboration with Villgro on Tvaran, we wanted to ensure every startup gets to interact with subject matter experts from Cisco to build on their ideas, address roadblocks, and receive the needed mentorship and guidance to bring their vision to life. It also includes understanding the market and the evolving technology landscape relevant to their sector.”

The impact stories of the seven startups are a testament to the model’s success.

1. Bharat Krushi Seva

A farmer’s worst fears are erratic rains, climate change, and soil erosion. But what if Artificial Intelligence (AI) were used optimally to predict the above?

That’s exactly what agriculture startup Bharat Krushi Seva thought while designing its mobile application that provides real-time data and insights to farmers on crop growth, soil moisture, and weather patterns. In addition, it offers them a marketplace to sell their produce.

Through the incubation model, the startup has scaled its operations to two new districts in Pune and Solapur. It has also piloted two new tech features with 100 farmers, converting 500 acres of farmland through climate-smart practices.

2. Climatesense

To counter the problem of 10 million hectares of land being the targets of deforestation every year, Krutika and Anita Ravishanker founded ‘Climatesense’, which brings drone technology, satellite data and AI algorithms together to combat the problem.

In addition to providing stakeholders with the data gathered through analytics and forecasts, the team has also trained over 500 tribal community people in forest conservation.

3. Green Grahi Solutions

Through Tvaran’s intervention, the startup — which upcycles food residues into high-quality ingredients for animal and plant nutrition using insect bio-conversion processes — increased plant production by 30 percent while mobilising 3,000 farmers for farm trials. In addition to this, they also carried out market validation of their insect-based fertiliser in four districts of Karnataka. 

Their innovative process involves feeding the pre-treated organic residues to insects, which convert the residue into high-quality protein, fats, and organic fertilisers. These products are used by agriculture and livestock farmers to grow more food for humans sustainably.

4. MOWO Fleet

According to a 2018 report by the Ministry of Road Transportation and Highways, only one percent of commercial driving licenses are held by women. MOWO Fleet is attempting to change this.

This tech-enabled women drivers’ fleet is making last-mile commute and delivery services possible by bringing women into the driver’s seat. Through Tvaran, over 36 female drivers have been onboarded so far.

5. GreenDelight Innovations

Did you know it takes between 250 to 800 years for a sanitary pad to decompose? In fact, some of them don’t ever decompose.

While the guilt may make most consumers switch over from using pads completely, this startup has an alternative — biodegradable pads made out of Kenaf fibre (Pulicha keerai). The co-founders decided upon this fibre due to its absorbent texture, anti-bacterial nature, and being 100 percent organic.

Through Tvaran, they have seen a 55 percent increase in revenue through e-commerce sales.

6. Swachha Eco-solutions

Assigning worth to waste, Swachha Ecosolutions is repurposing plastic — that would otherwise have gone to landfills — into granules, which are either used to create in-house products and mixes or sold to vendors.

They have recently launched Replolymix, a low-value plastic-based mix for road construction, saving 55,000 tonnes of plastic waste from going to landfills in the process.

7. KNP Arises

Do you love snacking on samosas sold by your local vendor? If yes, then the next time, you may want to check on the oil he is using. According to the Food Safety and Standards Authority of India (FSSAI), food business operators are supposed to discard vegetable oils after three times of frying or when their total polar compound (TPC) levels reach 25 percent.

But, what’s shocking is that though India generates three million metric tons of ‘used cooking oil’, only a fraction of it goes toward biodiesel production. What is happening to the rest? This startup is encouraging food outlets to channel the “used” oil to them to convert into biodiesel. 

Through Tvaran’s intervention, 30 tonnes of used cooking oil per month have been collected from over 250 vendors in South India and recycled into biofuel. Kalyani notes, “Through Tvaran, the startup was introduced to The Chennai Angels (TCA), from whom they were able to raise equity funding of Rs 3 crore.”

Success stories like these fulfil the intention with which Villgro and Cisco conceptualised Tvaran. Kalyani says, “We simply zoomed in on this particular strategy. The shared interest when it came to supporting women entrepreneurs in the climate action space helped us scale this idea into one that has impacted so many startups.”

While the success of the first cohort enabled Villgro and Cisco to witness how market partnerships and support in implementing GTM strategies helped women-led businesses, as we advance, they say the plan is to fortify this cause. With the guiding belief that inventions are critical to driving change, the broader aim is to ensure these inventions get adopted while making communities resilient and improving their livelihoods.

Since 2001, Villgro has backed 387 social enterprises, raising over Rs 4.7 billion in investments. They’ve generated 8,175 jobs and impacted over 20.8 million lives. Recognised as India’s top incubator in 2020 by Invest India (DPIIT, GoI), Villgro also won the DivHERsity awards in 2022 and 2023.

(Edited by Pranita Bhat; All picture credits: Villgro)

“They use it for everything from travelling in the city to buying groceries. That means that these families need their two-wheelers to have ample space, efficiency and be cost-effective,” Aravind Mani tells The Better India.

Cracking the code, Aravind, along with his co-founder, Vipin George, made their electric two-wheeler with 55 litre of storage space, packing it with numerous qualities. Calling it the ‘SUV of Scooters’, Indie is an electric two-wheeler built under River.

The company recently raised an investment of $40 million (Rs 335 crore) globally in an oversubscribed Series A and Series B round (second round of funding). Interestingly, Yamaha Motor Company and UAE automotive giant, Al-Futtaim, are among its top investors.

For the youth of the country

Calling their partnership a perfect match, Aravind explains how their work at the startup is divided. “Vipin is a hardcore automobile guy and I know how to sell things. The combination is perfect and we both handle our respective areas of expertise,” he says.

Both the co-founders are from Kerala and met through a common company where the duo worked. “We both grew up in small towns and we believe that India has massive potential. The youth in our small towns have great potential, especially in the manufacturing sector,” he says.

Wanting to utilise this potential, the duo decided to start their own company. “We were sure that whatever we produce will be manufactured by us in order to utilise the massive talent in the country,” he says.

“Being an automotive guy, we were very sure that this is the industry we wanted to enter. But this centuries-old industry is a tough one to enter. However, there is a huge change in the industry as people are accepting EVs more now. We wanted to create a niche around lifestyle mobility and this was our window,” says Aravind.

One thing that Aravind and Vipin were sure about was that they wanted to have a focus area and a problem they wanted to solve.

“Living in a small town, what we understood was that India is not producing enough blue and white collared jobs for the educated youth. Another thing that we noticed is that because of the lack of jobs, a lot of the youth in small towns become small entrepreneurs,” he says.

“All of them need mobility and they prefer two-wheelers as they are cheaper and faster. We realised how these small entrepreneurs need a two-wheeler that is efficient, electric but most importantly has ample amount of space,” he adds.

This became the primary focal point when the duo started to design their EV.

Stylish, sustainable and green

Talking about why he named his company River, Aravind says, “Just like a river which is giving and helps others thrive, we as a business want to help other small businesses thrive with the right transportation.”

Besides utility, what they wanted to focus on as a company was the design.

“In India, we noticed that if something is high in utility, then its design is neglected. However, since we want to appeal to the youth, we want to give them the best design,” he adds.

“The youth knows what they want from the vehicle but also they want it to have some personality. So this became our driving force, we combine utility with design to create a product that is eco-friendly and suits our users. Just as a farmer drives his truck or tractor with pride, we want a small entrepreneur, say a carpenter, to have pride in driving his business vehicle,” he adds.

The scooter has the largest storage capacity of 55 litre which is three times more than the average scooter in India.

“We also have the largest floor board since people utilise every inch of the vehicle in India. You will often see grocery bags, school bags, and even kids standing on them. So in our product, we have included ‘Lock and Load Pannier Mounts’, which are sturdy alloy mounts on both sides of the scooter. Attach pannier boxes, load up and make the most of the day,” he says.

“We love the hustle culture of our youth and we have made a vehicle designed especially for that,” he says.

The vehicle also has a 12-litre lockable glove box with a USB charger. “Store and lock up your valuables for safety, and easily access them while being seated,” he says.

Talking about the range anxiety that most people deal with, he says, “The scooters are usually used by Indians to drive within the cities and inter-city usage is usually via a motorcycle. Designed specifically for inter-city travel, we have offered a range of 120 km when fully-charged. So this way, a customer will be charging the vehicle once every three to four days.”

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The EV is currently available in three colours — Monsoon Blue, Summer Red and Spring Yellow — set against a glossy black body. The company has a store in Bengaluru and has started delivering the vehicles.

“The customers are solo business owners and are from Bengaluru itself. We also have a few more stores coming up in different places in Bengaluru. We are also looking to expand in cities like Mumbai, Pune, Nagpur, Hyderabad, and Chennai,” he shares. 

“Near the Bannerghatta Junction in Bengaluru, a yellow River Indie is a common sight. Its sleek design is what stands out for me. In the past 140 days of owning the vehicle, it has been a smooth ride. The vehicle glides over the potholes without any issue. I can feel the difference from when I used to ride a motorcycle before to now using this,” says Kugan Param.

If you are interested in checking out this EV, you can book your test drive here. 

(Edited by Padmashree Pande; All Pictures Credit: Aravind Mani)

There are many Indians who face similar legal conundrums, as legal literacy remains poor. Recognising this gap, and to enable access to the right legal information, Shreya started ‘Rest The Case’, a legal aggregator platform in Pune. 

She found her calling when she was working on a project which involved interviewing lawyers as a student at Cardiff University. She searched for legal information online, and found many credible websites offering this, along with a list of lawyers. 

But was something like this available in India? The 25-year-old found that there wasn’t. 

Rest The Case provides legal information, from basic templates to bare acts, legal drafting, and a list of lawyers. It has also created a network base for lawyers of different specialisations to connect with clients. More than 1,200 lawyers from across the country are already a part of it. 

While Shreya doesn’t charge anything from clients, she has created different packages for lawyers, making a revenue of Rs 1.25 crores in the 2022-23 financial year alone. 

Her aim, she shares with The Better India, is to provide the right legal information with just a click.

Simplifying legal jargon

The ease of access when it came to finding legal help in the UK is what stayed with Shreya the most. “I found these websites very interesting as I had not seen something like this before,” she adds.

When she looked for similar websites in India, or a single website which would provide a one-stop solution to all legal questions, she was unable to find one. She then decided to solve this problem by building the solution herself.

With initial funding from her father, Shreya hired a few interns and built the website for Rest The Case after returning to Pune, Maharashtra. She ensured that every information posted on the website was written by a lawyer. 

“My idea with Rest The Case is to provide vetted information under one roof, which the internet doesn’t provide. I have created one place where you can find everything from basic information, how to file a case to which lawyer to choose. We individually talk to clients before sharing their information with lawyers,” she adds. 

The next step was getting lawyers onboard. The then 21-year-old would knock on their doors and explain her vision. Initially, many dismissed her or her idea as a mere ‘college project’. But she persisted and it paid off after she explained how this would be beneficial for everyone involved.

“I would show the lawyers our website and give them detailed explanations. Many were sceptical and believed that this project would shut down in a few months, but it didn’t. Slowly but surely, I onboarded about 30 lawyers,” she explains.

A Yellow Pages for lawyers

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On the website, one can find lawyers across 200 cities like Hyderabad, Bengaluru, Goa, Delhi, and more, practising in different legal matters. All one has to do is search for a lawyer in their city and the matter they need help with. 

“You can see the lawyer’s profile, where they practise, their experience and get in touch with them. You can also book an appointment with the lawyer you choose,” Shreya explains.

The service is free for customers. For people who need basic information, they also provide information and FAQs. 

“My initial idea behind starting this platform was to educate people. Exposure to knowledge and access to basic legalities is sorely missing here. We provide you with all the information that you need even before visiting a lawyer. You want to file an FIR? Here’s a template which you just need to fill in,” explains the young lawyer.

As part of the different packages that Rest the Case provides to lawyers, they allow them to help with leads and display their profile. They also provide a Client Management System (CMS) to help the lawyers manage and document the data. 

Siddhant Deshpande, a criminal lawyer practising at the Bombay High Court, states that Rest The Case has helped him with over 10 leads so far, which is helpful for young lawyers to gain a good customer base and handle a variety of cases. 

“I found the company through social media. What is unique about them is the fact that they give you verified leads (clients) and help you with all the background information. They give you a pretty good deal and think about the welfare of both the clients and the lawyers,” says Siddhant.

So, how are the lawyers vetted?

“Each lawyer’s information is cross checked with the bar council. We verify their credentials through their bar council number,” states Shreya. The lawyers using the website have an experience of anywhere between three and twenty years, bringing in a traffic of about 200-300 customers every month.

As per their study, most of the clients on Rest The Case are using assistance for either divorce or family law cases, or property disputes.

With a team of 15, the CEO is looking to bring in lawyers from more cities across India.

While most people get frazzled when it comes to matters of the court, the ease and one-on-one help that the platform provides has become their USP. “We’ve made access to legal information as simple as clicking a button,” adds the lawyer.

Why appropriate exposure matters

Belonging to a family of 10, Shreya grew up around entrepreneurial mindsets and conversations.

“I grew up in a joint family where everybody works. My father runs educational institutions and  everyone has a tremendous drive, working day in, day out. I have been visiting their workplaces since I was a kid and I used to enjoy it. That’s how an acumen for business was almost ingrained in me,” smiles Shreya.

This training also helped the youngster face challenges when people refused to take her seriously. She even struggled to find employees when she started off, but she made her work speak loud and clear, and found people who understood her vision.

Along with this, she also runs a podcast called ‘Legally Speaking With Rest The Case’ that discusses latest legal developments and decodes the intricacies of law.

So, is there any legal advice that she would give to everyone?

“One should be aware of the laws that concern you. Legal knowledge is just as important as financial education. As consumers, being aware of consumer rights is of paramount importance. Read up on things related to you and your line of work. Know your rights as a tenant or property owner,” she says.

(Edited by Padmashree Pande, Pictures Courtesy Shreya Sharma)

To help them make that pivot, Neeraj roped in fellow entrepreneur and IIT-Bombay graduate Shreya Mishra, who had prior experience of running a consumer business.

“Neeraj and Nikhil were only 26 and 27 respectively when they founded SolarSquare in 2015. In the same year, I founded Flyrobe, a fashion rental startup. It was very different from the world of solar energy. I sold my startup in 2019, and in the following year, my husband Neeraj convinced me to join SolarSquare. He was an engineer with banking experience but wanted to do something with deep meaning and purpose. While he had a good grasp of the solar market, he wanted my expertise in building consumer businesses. That’s how we started experimenting in the residential solar segment, which is more B2C,” recalls Shreya, co-founder of SolarSquare.

This was going to be a tough pivot because the industrial segment is very different. As a company in the commercial and industrial segment, SolarSquare was setting up massive and customised solar power installations worth a few crores for Fortune 500 companies. This is unlike the residential sector where they are dealing with individual homeowners.

“Neeraj and Nikhil took a very bold call to experiment in the residential solar segment because they understood the massive business opportunity it offered at a time when no organised company in the solar energy space saw it. They saw that the residential solar segment looked like the opportunity of the future. If they were to commit to this, they had to focus all their energies on it. That was a major inflexion point,” she adds, speaking to The Better India.

The residential solar segment presented the opportunity of the future because average Indian households were struggling with rising electricity bills thanks to increasing tariffs and regular incidences of extreme weather conditions. Rising electricity costs in many states made it imperative for consumers to explore alternative solutions. One viable solution for individual homeowners and residential societies was to adopt rooftop solar power installations.

As Shreya explains, “For the residential segment, we’ve built a lot of standardisation in solar installations that has allowed us to scale. Imagine doing tiny solar installations that are customised to each home! It’s too complex a process for a B2C operation. We standardised everything and made prefabricated ready-to-install solar kits, which get installed in just six hours. In other words, we underwent a lot of learning innovation for this segment.”

Barely three and half years later, SolarSquare has emerged as a leading residential solar brand in India with a consumer base of more than 10,000 individual homeowners and over 100 residential societies. As Shreya claims, “A lot of serendipity led us here. Today, we are operational in 16 cities spread across eight states. Over two rounds of funding, we have raised about Rs 130 crore and we’ll be doing close to Rs 200 crore in revenues in this financial year.”

Even though about 20% of SolarSquare’s business still lies in the commercial and industrial solar segment, they’ve pivoted close to 80% of their business towards the residential segment. In the process, they have also doubled in size as a business — a significant feat.

“Today, 80% of our business is in the residential segment where we work with individual homes (2BHK, 3BHK) and residential societies. RWAs buy solar power installations for their common areas like lifts, water pumps, street lights, etc. Many of the high-rise apartments you see in Mumbai, Pune, and Bengaluru are SolarSquare customers,” she adds.

Overcoming doubt

In January 2024, Prime Minister Narendra Modi said that the Union Government had set a target of installing rooftop solar in one crore households over the next few months. When SolarSquare decided to pivot to the residential solar segment in late 2020, this major market opportunity wasn’t apparent.

“Even families weren’t aware of the benefits of solar. People didn’t know the basics. Many people confuse rooftop solar installations with water heaters. They didn’t know you could power your home with solar. There were a lot of myths and misconceptions that needed to be addressed and awareness levels were very nascent,” explains Shreya.

SolarSquare’s first mandate was to create a brand on the back of “educational marketing and trust.” To that end, they published videos, content, and blogs, and worked with influencers to create awareness. They have also published a free homeowner’s guide to going solar.

“Before installing anything, we will help a homeowner understand why solar is good for them and what kind of solar installation is good for their home. We decided that we would first educate people before selling them anything. See, there was rampant mis-selling in this industry. Residential solar is a fragmented and unorganised market involving a lot of local operators who do this as a side business. People were sold second hand or rejected panels because they didn’t know how to authenticate warranty or quality of products,” explains Shreya.

“Also, many were sold solar power installations without after-sales service. If you are buying solar, buying the right after-sales service is very important because, without it, your investment goes down the drain. We had to educate people about these things,” adds Shreya.

The next biggest challenge for SolarSquare was convincing potential investors that their decision to foray into the residential segment made business sense.

“When we went out to raise funds, potential investors thought that residential solar is a small market. Most of them were more engaged in fintech and e-commerce. They felt that residential solar was a very brick-and-mortar business where you have to go from one home to another, educate people, close an order, install panels at their homes, and maintain them for years. Nobody understood this market and its potential,” says Neeraj.

Speaking to Forbes India in June 2022, Shreya claimed that residential solar was a ‘$50 billion opportunity’ based on her estimates. It was a very bold claim back then given how international market research and advisory companies like Custom Market Insights estimated that the entire Indian solar energy market was worth $38 billion in 2022.

“Looking back, I probably wildly underestimated the market. With one crore homes potentially going solar in the next three years, this market will probably see $25 billion. In a decade, this could very well be a $75 billion to $100 billion market,” claims Shreya.

“It’s a unique time in history where you can create a consumer brand in energy. Otherwise, energy has always been the game of large corporations and Government-owned power plants. Energy is now personal and private, and we can create a consumer brand around it. Investors took a lot of time to build their understanding of the possibilities in this market,” she adds.

How to go solar with SolarSquare?

So, how can a homeowner in India install solar power in their homes with SolarSquare? A journey with them begins with registering an inquiry either on their website or WhatsApp. Once customers register a query, SolarSquare sets up a ‘free solar consultation’.

“Our solar consultant, a trained expert, will visit your home, survey your roof, understand your electricity requirements, study your electricity bills, and guide you to the right solar solution for your home. They will also explain how solar power works, what are the different technology choices available, etc. We consult the customer with the right solution for their home, answer all their queries, and only then comes the question of selling anything to them,” claims Neeraj.

Also, many consumers understand the benefits of going solar. Whatever money they put into installing solar, they’ll recover their investment in three to five years depending on the electricity tariff and then enjoy 20 to 22 years of free electricity. However, the initial investment of Rs 2 lakh to Rs 3 lakh to install a rooftop solar system is often difficult for most middle-class families in Indian cities.

“During this consultation, we also take the consumer’s PAN card, check his loan EMI eligibility, and present the EMI schemes we can offer to them. People can go solar on a six-month zero-cost EMI, 12-month EMI, or 60-month EMI. That makes it an affordable proposition. Also, in case of 60-month EMI, their initial down payment to us gets covered through the subsidy given by the Union Government,” claims Shreya.

To power a 2 to 3-BHK home that doesn’t have air conditioners, a consumer will need a 3-kW to 4-kW solar installation. If such homes have an air conditioner, they may require 5-kW to 6-kW.

“The most commonly sold residential rooftop solar installation is 3-kW. A solar kit for this energy requirement is about Rs 2 lakh, of which the Government covers Rs 78,000 as a subsidy (under the latest ‘PM-Surya Ghar: Muft Bijli Yojana’). The consumer ends up paying only about Rs 1.2 lakh,” she explains.

“On this 3-kW system, consumers end up saving Rs 3,000 to Rs 3,500 a month in electricity bills. In a year, this amounts to approximately Rs 36,000 to Rs 40,000 a year in electricity savings. In about three to four years, you can recover all your initial investment. Following this, this solar installation can give you free electricity for the next 20 to 25 years,” she adds.

“For the consumer on a five-year EMI, their net investment comes down to zero because their down payment gets covered by the subsidy given by the Union Government, and monthly EMIs are covered through monthly electricity savings achieved after going solar. In net terms, the family doesn’t even have to arrange any substantial sums. We call this the zero investment scheme of solar, which we educate the consumer about during a consultation,” says Neeraj.

Once the family (consumer) decides to book their services, the startup draws up a detailed technical design, takes care of all their Government permits, and applies for their subsidy. After the consumer has approved the final design, they pay an advance which is covered by the subsidy, and then, the company delivers their ready-to-install solar kit.

“Our ready-to-install kit includes our trademark Wind Pro Mount elevated structures, which are also known as module-mounted structures. Measuring about six feet tall, these structures are the backbone of our installations holding up the panels. These structures are very sturdy, come with a 10-year warranty, zero-rust guarantee, and certification from IIT-Bombay that even during a cyclone with wind speeds of up to 170 kmph, nothing will happen to the rooftop solar structure,” she says.

“See, these solar installations are subject to external weather, elevated, and on top of a roof, and subject to high wind speed pressure. They have to be durable. We install our solar kit in just six to seven hours. Once installed, the customer requires an inspection from their local power discom. Once the site is inspected, their final bank details are uploaded on the Government portal and the subsidy comes into their bank account within just 30 days,” notes Nikhil.

The Union Government recently launched the National Portal for Rooftop Solar on the back of which all of these Government subsidies and applications are done.

“We take care of all these applications for the consumer. We take care of Government permits, subsidy applications, EMI applications, inspections, design, procurement, etc. We are a full-stacked brand that offers end-to-end solutions for the Indian consumer,” says Shreya.

Following installation comes the most important part — after-sale service. India is a country where roofs are subject to a lot of dust and a variety of external weather conditions. These elements cause a lot of wear and tear on rooftop solar panels.

“We offer a five-year comprehensive solar care plan in which we take care of everything from panel deep cleaning to technical, mechanical, and electrical maintenance. Once installed, it’s your roof and solar energy but our responsibility. As a policy, we sell a five-year comprehensive solar care plan so that consumers can enjoy the benefits of zero-electricity bills year after year. Consumers can renew their after-sale care plan with us after these five years,” notes Neeraj.

“If you look at rooftop solar systems as an investment, you’re seeing 20-25% IRR (internal rate of return) if it gives you the right performance. Maintenance is important because that’s how you realise that 20-25% IRR. Every month or three months, a trained SolarSquare technician will come to your home, do a complete technical check, electrical maintenance, and mechanical check, and do a deep cleaning of the solar panels to ensure any hard dust or bird droppings are removed. Following this check, you will see a spike in power production,” claims Shreya.

Looking to the future

One of the biggest challenges moving forward for companies like SolarSquare will be managing solar panels that reach the end of their lives. These discarded panels are often left strewn around or eventually get mixed up with domestic solid waste and end up in landfills.

According to a report by the International Renewable Energy Agency, “large amounts of annual (solar panel) waste are anticipated by the early 2030s” and could touch 78 million tonnes by 2050. Shreya, however, believes there are ways to extend the lives of these used panels.

“If you maintain your rooftop solar installation well, it can last up to 30-35 years. So, once a consumer retires their solar rooftop system, they can donate the panels to non-profits working for a worthy cause. These panels can run for another 10 years because they’ve been maintained so well. These solar panels can have a second-hand life too,” she notes.

But she does admit that ventures like SolarSquare will have to devise comprehensive plans to recycle decommissioned panels. “Since we are only a nine-year-old company, we don’t have any solar installations that have reached the end of life. The question of disposal and recycling is important. Thankfully, you already have companies in the US that can recycle 70% of the components and materials used to make solar panels,” she says.

In India, meanwhile, a team of researchers at the Centre for Sustainable Technologies (CST), led by Dr Monto Mani and operating out of the Indian Institute of Science (IISc) in Bengaluru, is exploring whether old discarded solar panels can be upcycled as a building material. With this, they are looking to extend the panels’ useful life by a few decades.

However, in terms of their future as a business, things look good.

In December 2021, they raised Rs 30 crore in their Seed round. During their Series A round in October 2022, they raised Rs 100 crore. “Lower Carbon, one of the world’s largest climate tech funds, is our shareholder. It was their first investment in India. We also have Elevation Capital, who are investors in Swiggy and Urban Company, and other notable investors on board,” she says.

Moreover, according to a November 2023 report by the Council on Energy, Environment and Water (CEEW), more than 25 crore households in India have the potential to deploy 637 GW of solar energy capacity on rooftops. According to a Times of India report on the same, “Further, the CEEW report found that deploying just one-third of this total solar technical potential could support the entire electricity demand of India’s residential sector (~310 TWh).”

For ventures like SolarSquare, the opportunities are massive and the future looks promising.

(Edited by Pranita Bhat; Images courtesy SolarSquare)

Sources

Homeowner’s Guide to Buying Rooftop Solar by SolarSquare

‘SolarSquare’s co-founders on the $50 billion opportunity to bring solar power to Indian homes’ by Harichandran Arakali; Published on 14 June 2022 courtesy Forbes India

‘India Solar Energy Market 2023–2032’; Published in May 2023 courtesy Custom Market Insights

‘India has 637 GW of residential rooftop solar energy potential: CEEW report’ by Hemali Chhapia; Published on 17 November 2023 courtesy Times of India

When she went to college, and later work, this weekly ritual ceased to be, as other priorities cropped up. She had almost forgotten about her grandmother’s handmade hair oil, which protected and nourished her hair.

After she contracted COVID-19, the Gurugram resident experienced a massive hair fall, as did her mother-in-law Rajni (67). During this time, in 2020, the 40-year-old remembered her daadi’s oil and decided to give it a try. She got the family recipe from her mother and asked her mother-in-law if she could make it. 

Both of them tried it, and lo and behold, within three months, the two women saw visible changes. Two years later, she heard women at her apartment complex discuss hair fall problems. As they discussed possible solutions, Nidhi’s grandma’s oil emerged as a clear winner. 

The mother-in-law, daughter-in-law duo then set out on a mission to help women at their apartment regain their long locks again. Starting with a small batch of one litre, the response pushed them to consider turning it into a business. 

In March 2023, Nidhi and Rajni Dua launched ‘Nidhi’s Grandmaa Secret’, which sells hair oil for ‘hair fall control’, shampoo, conditioner, scalp scrub. Launched on a Whatsapp group, the oil has found its way to over 67,000 homes, selling over one lakh bottles and earning a monthly income of Rs 50 lakhs. 

What differentiates this story is the fact that it is run by a mother and daughter-in-law, helping them gain financial freedom and giving wings to their dreams. 

Solving an age old problem faced by women

Nidhi had a thriving career as a software engineer. Her priorities shifted after she was alerted about some behavioural issues in her son (then 3) in 2016. She took the decision to quit her job and focus on him. While she missed her job, she found that her son needed her the most at that time. 

She toyed with the idea of joining work again at some time, but life had other plans. The results of the hair oil in 2020 pleasantly surprised her. It took her back to her conversations with her grandmother, when she would ask her why she spent so much time making this oil.

“My daadi would sit with this iron kadhai (large vessel) every week, and spend hours stirring the oil, adding 13 ingredients one by one. She used to tell me that I would realise its worth after growing up,” Nidhi shares with The Better India.

Sure enough, just as the wise woman had predicted, Nidhi turned to her daadi’s recipe when she faced the massive challenge of hairfall. The duo made the oil together, which took an entire day. 

“We faced tremendous hair fall. After using it for about two-three months, we found that our hairfall had greatly reduced and our hair was growing. I started making it for my daughter and our domestic help, who also found it greatly effective,” shares Rajni.

In 2022, the Tuteja-Dua family shifted from Delhi to Gurugram, into an apartment complex. It was here that Nidhi would find an opportunity to give shape to her desires. She found women here who were running small businesses from home. 

Like most mothers, Nidhi, too, had a burning desire to have a flourishing career. When she heard about these women, she found her window. 

“I always thought that I would join the office again. I missed my financial freedom and kept thinking of what I could do to reclaim it,” says Nidhi.

Rajni, who had spent her life taking care of her children, followed by her grandchildren, didn’t harbour such aspirations, she shares. But when Nidhi asked for her help, the indulgent mother-in-law, went all in to support her dreams.

“We first started distributing the oil to women in our society. To our surprise, they kept coming back for more. In fact, our doorbell used to keep ringing,” laughs Nidhi.

In the beginning, they would pack the oil in normal bottles with a sticker. The first batch of one litre was made on a small kadhai and sold 10 bottles. As soon as Nidhi posted on a Whatsapp group, they were sold out in a matter of hours. 

After they had given their oil to over 200 people in the society, the software engineer realised the viability of her business. As orders increased, they bought bigger vessels, a five litre and 10 litre kadhai. 

In March 2023, they decided to increase their presence and set up an Instagram account, ‘Nidhi’s Grandmaa Secret’. Nidhi’s husband, Rajat, is a digital marketeer and helped her with her social media presence. One of their reels went viral, and led to an increase in orders. The next day, they had 100 orders on their hands!

“Nidhi was overwhelmed and wondered how we would fulfil so many orders. I reassured her that we would be able to do it,” shares Rajni.

The challenge Nidhi faced initially was mental, as she wondered if they could succeed, and build a business from home. Having worked in a corporate environment, she worried about the intricacies involved in setting up a business from scratch, especially one that is very laborious and customer-centric. 

“I worried if this hair oil would work on everyone. My idea was to help people manage hair fall. I never thought of doing a business and was unsure of facing everyting that it involved,” she shares candidly.

Her mother-in-law stood by her like a rock and defied her age to literally burn the midnight oil.

The first win for the duo was successfully fulfilling the 100 orders. From that day on, there has been no looking back. The two-woman show worked day and night to make the oil. Till September 2023, they made the oil at home and managed manufacturing, packaging, customer support, social media, and website all by themselves. After the success of their oil, they introduced a shampoo using Rajni’s recipe, a conditioner, scalp scrub and comb. 

Today, they have over 8,000 orders per month. 

What’s the secret?

What makes this oil sell out and attract repeat customers? Nidhi states that it’s ‘100 percent natural and homemade’. The oil is made using a secret mix of 13 herbs with coconut oil as the base. Without revealing the secret, here’s what Nidhi shares.

“We make the oil in an iron kadhai, add coconut oil, and add each of the ingredients one by one. We cook it for at least two hours after which we rest it for 8-10 hours. The next morning, we strain it using a cotton cloth and reheat it. It’s then cooled, strained and packed,” explains Nidhi.

The ingredients include curry leaf and aloe vera gel among others. They make about 100 litres of oil in two days now. 

Kamaljeet Arya, one of their customers, says that the hair oil and shampoo have had a tremendous impact for her. She faced hairfall issues as she is peri-menopausal and has thyroid issues. 

“I tried many different products over the years but nothing really worked. I found out about Nidhi’s Grandmaa Secret through a friend and have been using it for five months now. I have seen a noticeable difference in my hair, my hair fall has greatly reduced. My son, too, uses it and has seen good results,” shares Kamaljeet.

For almost six months, the duo just worked on fulfilling orders. There would be oil simmering on the gas morning, afternoon and evening; with its shelf life of three years. As orders crossed almost 300 per day, they knew that it could no longer be managed from home.

They looked for manufacturing facilities. They had a caveat though – it had to be handmade. While many refused, they found one in Panchkula, where they replicated the setup, where more than 50 women manufacture the oil. 

The hero product of Nidhi’s Grandmaa Secret is the ‘anti-hairfall’ oil, priced at Rs 499 for a 100 ml bottle, followed by the curry leaf and hibiscus shampoo which is priced at Rs 449 for a 200 ml bottle. 

Nidhi and Rajni recently moved into an office and are looking to expand their team. The two mothers also plan to launch more natural hair care products.

How does Rajni feel after becoming an entrepreneur in her 60s?

“I realised that we all have the spirit to work hard and build a business. Age is no bar when it comes to achieving something. You will definitely find your hidden spark. What we’ve been able to do is almost miraculous,” smiles Rajni. 

Nidhi wants everyone to realise that one can earn sitting at home too. 

“You don’t necessarily have to do a 9-5 job to be financially sound. If I can do it, so can you. All you need is the will, the path will be ready,” says Nidhi.

You can buy their products through their website. Edited by Padmashree Pande.

Disclaimer: The information provided in this article is for general informational purposes only and does not imply endorsement or promotion of any product or service. No claims, representations or warranties, whether expressed or implied, are made by The Better India as to the safety, reliability, durability and performance of any of the stated third party products or services. Furthermore, The Better India accepts no liability whatsoever for the safety, reliability, durability, delivery, and performance of any of the mentioned products or services.

Many marketplaces and stores provide the option of purchasing a refurbished phone. Such a phone undergoes thorough inspection for defects, repairs, and replacement of faulty parts. According to a report by Redseer Strategy Consultants, the refurbished or used smartphone market in India is projected to soar to $10 billion by 2026.

In 2015, Avneet Singh set out to buy an iPhone for his mother but found the new phone’s price beyond his budget when he visited a store with his friend, Saket Saurav. However, an enterprising salesman offered them a second-hand phone at a significantly lower price, nearly Rs 35,000 less than a new one.

Despite the tempting offer, the phone lacked any checks and came without a warranty. Opting against the risky purchase, Avneet was inspired by the experience.

Working together at Shopclues, he and Saket recognised a problem worth solving. Subsequently, Shopclues introduced a refurbished mobile category, ReNew, which quickly generated multi-crore revenue within its first month.

They did extensive research on the refurbished mobile market and spotting an opportune time in May 2017, they quit their jobs and launched ReFit Global — a refurbished phone startup, on a mission to reduce e-waste by recycling and refurbishing second-hand gadgets.

ReFit is on track to achieve a revenue of Rs 240 crore this financial year and prevent 55,000 to 65,000 phones from becoming e-waste every month.

Recycling e-waste, promoting a circular economy

The two Delhiites met through common friends and their friendship solidified after two sales stints together at LG and Shopclues. The aforementioned incident and subsequent launch of the ReNew portfolio at Shopclues alerted the two MBA graduates about the potential of the refurbished market.

They conducted market research and, while overseeing the ReNew portfolio, gained practical insights into the details of the category. They learned firsthand about sourcing inventory, refurbishing phones, and identifying potential sales channels.

Coming from service-class backgrounds, the duo had long-held aspirations of becoming entrepreneurs. Recognising a promising business opportunity and observing a significant market gap, they made the bold decision to pursue their dreams. They left behind their stable corporate careers to dive headfirst into the world of entrepreneurship.

They invested all their savings and the then 28-year-olds took a personal loan of Rs 15 lakh each and bootstrapped their business. With a total capital of Rs 55 lakh, they started ReFit Global in May 2017.

“The refurbished market was just picking up at that time. Up until then, we only had the option to buy new phones or second-hand phones. A second-hand phone didn’t have credibility. So we decided to offer quality checked and tested refurbished phones,” explains Saket (35), co-founder and CEO, ReFit Global, to The Better India.

The Delhi-based company was started with a team of seven including the two founders, and focused on the offline market. Initially, Saket and Avneet would load about 100 refurbished phones in their cars, set out to the market, and convince channel partners to buy these phones.

“We would visit different markets and be on the road for almost 10 days at a time in the initial days. We explained the product to the channel partners and asked them to trust us with a small amount of money. Educating consumers and partners was the first, challenging step,” says Avneet (35), co-founder and COO, ReFit Global.

They slowly found a few channel partners who invested anywhere between Rs 2 to 5 lakh, which kicked off the business of the enterprise.

The first two years were a whirlwind of sleepless nights for these entrepreneurs, fully committed to their venture. Saket remembers that at the start of their business, his wife was pregnant, while Avneet’s parents had just begun searching for a bride for him.

“We invested all our savings; it was ‘do or die’ for us. We had a strong belief that it would work, and worked hard. We took no days off and burnt the midnight oil. We focused on building a good offline base and educating our distributors while building partnerships with mobile brands and marketplaces to buy back old phones,” adds Saket.

Their efforts paid off as people started trusting their brand and their sales grew. In the first year of operations, they earned a revenue of Rs 8 crore.

A 47-point quality check

ReFit sources old phones from three channels — marketplaces like Amazon and Flipkart,  mobile manufacturers like Samsung, Oppo, Vivo, and Apple, and large format retailers like Sangeetha, Poorvika, and Croma.

Once the phones reach their office, they are tested using ReFit’s in-house diagnostic application which has 47 quality check parameters. Saket says that within two and a half minutes, the application identifies what’s wrong with the phone. Their engineers then rectify and repair the phones, conducting further checks to see if the sensors and cameras are working properly.

Once the faults are fixed, the application is run again to check if it passes all quality checks. It is then sent either to offline partners or sold through their own website, which was launched in October 2023. They also offer a six-month warranty on their phones.

Their average selling price offline is Rs 6,000 and online is Rs 11,000. There is more demand for high-end phones online, say the founders.

They further share that they sell between 55,000 to 65,000 phones every month and have sold over 1.75 million phones to date. They claim that they’ve been profitable from the outset and have achieved a consistent 100 percent year-on-year growth. Their revenue reached Rs 187 crore last year and is projected to hit Rs 240 crore this year. Operating in over 100 cities, they have a network of more than 50,000 retailers.

The major difference between a second-hand and refurbished phone, explains Saket, is the quality and credibility. “There is no quality testing or checking done on a second-hand phone. We ensure that there is no problem with the phone and give you a warranty,” he says.

These phones are also beneficial for the environment as they extend the lifespan of gadgets and prevent them from contributing to waste. In 2022, the Waste Electrical and Electronic Equipment (WEEE) forum reported that 5.3 billion mobile phones would become waste in that year alone. Instead of recycling old phones, many people either keep them at home or discard them in bins.

However, these devices contain valuable materials like gold, copper, and silver, which, if recycled, can prevent the need for extracting precious minerals and help reduce carbon emissions.

ReFit also appeared on Shark Tank India Season 3 and secured a deal for Rs 2 crore from three ‘Sharks’ — Anupam Mittal, Vineeta Singh, and Amit Jain. Post their appearance on Shark Tank, they have received over 20,000 queries from retailers and distributors in just 10 days, say the elated founders, adding that they want to increase their online presence in the coming years.

From initially keeping their venture a secret from their families to establishing a company valued at Rs 200 crore, Avneet and Saket exemplify the power of hard work, seizing opportunities at the right time, and embodying the hustle culture.

“You need to be honest with yourself and your customers, work hard, and have the zeal to build a business. Don’t stick to a strategy; instead, be willing to redo things if something doesn’t work. We achieved our goals because our intent and passion were strong,” says Avneet.

Edited by Pranita Bhat

Sources

WEEE Forum

“It’s a competition where college students design and develop vehicles and compete on automobile racing circuits like the Buddh International Circuit. It’s a very good programme for budding engineers,” recalls Utkarsh, in a conversation with The Better India.

A key component of developing an electric racing car was installing a lithium-ion (Li-ion) battery. However, finding such a battery in 2017 wasn’t easy because, back then, nobody in India was manufacturing it on a significant scale. But they eventually found a company in Ludhiana, Punjab, which was importing batteries and distributing them all over the country.

“As students, we approached that company for a battery and they even agreed to give us one for this project. But for six months they kept delaying the delivery of this battery, and eventually, we couldn’t participate in the competition. Frustrated by this outcome, Vikrant and I began discussing why these Li-ion batteries aren’t being made in India,” he recalls.

“We realised that in these batteries you have Li-ion cells and these aren’t manufactured in India for the very simple reason that you can’t find the raw materials, i.e. lithium, cobalt and nickel, required to make them. Also, at the time, electric vehicle (EV) consumption wasn’t too heavy and no one realised that this sector would take off soon. At the time, whatever OEMs (original equipment manufacturers) in India needed, they were importing those materials,” he adds.

As part of their college semester project, they decided to build Li-ion cells at a Rs 200 crore R&D laboratory set up on campus. “We ordered lithium and cobalt from China. Due to various reasons, these materials didn’t arrive on time for our project. To complete it, we bought some old Li-ion cells from the market, extracted whatever materials we could in very impure forms and then fabricated Li-ion cells (half cells) that delivered some energy,” he recalls.

“To acquire these materials in India, we needed to start recycling old Li-ion batteries. We predicted that a lot of Li-ion batteries are going to enter the country, and if we recycle them, these materials can be reused to make cells. See, you can recycle metals like lithium infinitely. That’s how the idea of BatX Energies was born. We spent the following semesters researching what’s required to recycle Li-ion batteries on a larger scale,” he adds.

After college, Vikrant and Utkarsh were very clear about learning what it takes to run a company before starting one. They worked for a little over one year in different companies with Vikrant engaged in R&D work while Utkarsh dealt with the management side of things. 

Amid the pandemic in July 2020, they got back together and established BatX Energies, which is today a major Lithium-ion battery recycling startup which produces battery-grade materials.

One of their core objectives is to create a domestic circular supply chain of materials like lithium, nickel and cobalt, among others, and lessen the requirement for mining them. The company extracts rare earth metals, such as lithium, cobalt, nickel and manganese from used Li-ion cells, which are then bought by a variety of industries — including EVs, pharmaceuticals, electroplating and fertiliser. But if these used cells have some charge left, they repurpose them into batteries for off-grid solar EV chargers, inverters, or other applications.

The startup has developed an innovative procedure for recycling various batteries, employing specialised techniques and advanced hydrometallurgical processes. As a major supplier of sustainable battery solutions in India, they have even secured a patent for their Zero Waste-Zero Emission Technology and successfully recycled about 220 million batteries to date.

How to recycle and repurpose used Li-ion batteries?

The process begins with sourcing used Li-ion batteries from formal entities like EV manufacturers and ventures engaged in building stationary applications like telecom towers where these batteries are deployed, power electronics, and other electronic devices like laptops, mobile phones, etc. They also source these batteries from the informal sector as well.

“Today, about 80% of the sourcing of battery cells comes from the unorganised sector because a majority of them are extracted from mobile phones and laptops. However, our market research suggests that the organised sector will soon overtake the unorganised sector when it comes to sourcing these used batteries. Unlike laptop or phone batteries, EV batteries cannot be left in the unorganised sector. They don’t have the capacity or capability to handle them. One tonne of Li-ion battery waste is equivalent to 1 e-bus battery; 3 EV car batteries; 29 three-wheeler batteries; 40 two-wheeler batteries; or 22,000 mobile phone batteries,” explains Vikrant.

“Once sourced, you have to organise safe transportation of these old Li-ion batteries. We pay close attention to the packaging of the battery pack, discharging the battery at the collection point, ensuring no wiring is kept open or exposed and all the charging and discharging slots are well-capped. We have made sure to follow these basic safety measures,” claims Utkarsh.

Although the startup is based out of Gurugram, Haryana, its main recycling facility lies in Sikandrabad near Bulandshahr, Uttar Pradesh. There are two things that happen here.

Once these used batteries reach the BatX facility, they will break them down into different modules and cells, run them through a series of tests, and conduct an analysis of the cell performance. If some of these cells still have some charge left and can perform for another life in a different application, the BatX team repurposes them for second-life applications.

“For example, you have a cell, which can be reused for a torch or in a small electronic device. If it’s a four-wheeler battery, we can reuse its cells in an energy storage application. We closely gauge how much charge remains in this battery. Using our IoT devices, we need to be very sure when the battery is coming to the end of its second life. It’s a very important part of the process. If there’s a malfunction, we repair it. Once those cells have been exhausted, however, we take them for recycling. If these cells cannot be reused as per our first assessment, we take them straight away for recycling. That’s how you create a circular economy,” he adds.

From second-life EV batteries, for example, BatX Energies has built 100% off-grid solar EV chargers for EV OEMs like MG Motor. They have even developed home inverters employing second-life EV batteries at the same cost as a lead-acid inverter, which is hazardous.

“We have developed a small unit which can run for five years. We are going to deploy these inverters soon in rural Rajasthan and Madhya Pradesh. Once these second-life batteries come to the end of their lives, we will take them back and recycle them,” notes Utkarsh.

Once the batteries are deemed not fit for second-life applications, they are dismantled, discharged, and crushed into powder at their facility in Sikandrabad, Uttar Pradesh. They call this crushed powder ‘black mass’, which is then transported to their main chemical recycling facility, and here, they extract materials like lithium, cobalt, nickel, etc.

“From the black mass, all battery grade material including graphite is removed, and then impurities like aluminium, copper and cake. After this, we extract lithium, nickel and cobalt. Once we extract these materials, we sell them to material refiners who use them to make new Li-ion cells. But materials like lithium are also used in the pharmaceutical industry to make anti-depression medication, etc. Cobalt, meanwhile, is used in the ceramic and pain industry while Nickel is employed in electroplating and the fertiliser industry as well. We only produce high-grade material (99.6% purity),” claims Utkarsh.

Vikrant goes on to claim that the process they have developed to repurpose or recycle these old batteries is chemistry-agnostic — whether they are lithium iron phosphate (LFP) batteries, lithium nickel manganese cobalt (NMC) batteries, Li-ion batteries, or lead acid batteries.

“It took us five years to design and develop this process we have established. We currently have a patent on our ‘Waste to Zero Emission Technology’. The patent is on their apparatus, methods and process. Since we initially didn’t have enough funds, we developed the recycling plant ourselves. We have not imported any of the machinery in our production plant,” claims Vikrant.

In the near future, however, BatX will look to alter their operations based on a hub and spoke model. Although their main centre of operations lies in Sikandrabad, UP (Hub), they are planning to set up different facilities (spokes) in places like Hosur in Karnataka, Siliguri in West Bengal, and Gujarat. Why are they adopting this new operating model? 

“Let’s say, we collect old Li-ion batteries from Maharashtra but want to transport them to our hub in UP. Despite all the safety measures we take, there is some risk involved in transporting them. That’s why we are planning to create facilities (spokes) in states like Gujarat (and West Bengal, Karnataka) so that we can transport our old batteries from Maharashtra there,” he says.

Funding and looking ahead

In late December 2023, BatX Energies raised USD 5 million in pre-Series A funding. The round was led by investors, such as Zephyr Peacock, but also saw participation from investment platforms like Lets Venture and existing investors like JITO Angel Network, and family offices of Mankind Pharma, Excel Industries, and BluSmart, among others.

In the press release they issued, Pankaj Raina, managing director of Zephyr Peacock said, “The company is poised to become a crucial stakeholder in the battery supply chain in India, as recyclers will be a significant source of critical materials for Li-ion battery manufacturing. We are excited to partner with them on this journey.”

Speaking to The Better India, however, Utkarsh says, “In five years, we are going to recycle approximately 25% to 30% of deployed Li-ion batteries in India. We will supply the material back to industry players who can produce 95% of the battery bank back from recycled materials.”

(Edited by Pranita Bhat; Images courtesy BatX Energies)

A similar case of pickpocketing made Atul Gupta, the founder of Arista Vault rethink the way people look at travel safety. “I got my wallet stolen on the Delhi metro and was technically stranded with no money on my way to an important event. This triggered a thought and I started to brainstorm ideas on how we can make travelling safer using technology,” he says to The Better India.

Co-founded by Atul and Purvi Roy, the startup makes products that make our travel safer. From smart wallets to luggage, it has made travelling safer for many.

Recently, the duo won the sharks over at the TV show Shark Tank India and won a deal of Rs 45 lakh.

A Unique Journey

Besides their unique products, what is interesting is the journey the founders had before collaborating.

Now 39, Atul’s career started at the age of 17. “I was the youngest person in my batch to clear the Railways exams and got posted as a ticket collector. This was the first time I was acutely aware of the fact that a lot of people lost their luggage to theft. I could see the distress and loss it caused to the people and had always wanted to do something about it,” he says.

While working in the railways, Atul also started to prepare for UPSC CSE to become a government servant.

“It was not easy managing both things and I failed four times before cracking the exam,” he recalls.

“I served as an officer, conducting audits of national Navratna companies and Maharatna PSUs of the Government of India. This marked around 13-14 years into my service. While I enjoyed being a civil servant, I yearned to create something of my own,” he says.

Coming from a business family, Atul wanted to become an entrepreneur himself. “It was a huge decision to take an early retirement but I did not have the direction of what I wanted to do next,” he says.

It was around this time that his wallet got stolen when he was on his way to an event. “It was at this event that I met my co-founder who was herself in a similar dilemma as me,” he recalls.

At that time, Purvi was the founder of a fashion company which designed clothing for women’s office wear. “I had to have quite a fight to become a designer in the first place. My family was always against my decision and wanted me to pursue a traditional degree. However, after all the fights, I did not find my work to be fulfilling. I was in a dilemma and wanted to do something that had some impact,” she recalls.

When the duo met and Atul expressed how he wanted to do something around travel safety, Purvi decided to jump on the opportunity. “I decided to become a part of Atul’s vision and we both decided to collaborate to start Arista Vault in 2018,” he says.

In 2018, Atul and Purvi along with their friend, Col Krishan Kumar Singh, started the company.

Merging travel safety with technology

Recalling how their brainstorming would go, Atul says, “We were inspired and triggered by my stolen wallet, so that is what we first tried to develop – a smart wallet. The smart wallet has a chip which once activated becomes anti-theft. They have 3000mAh Power charging, location tracking and RFID protection.”

Explaining the various types of products they make, Purvi says, “Currently we have three categories of products. We have smart wallets with different price ranges and variants. We also have a bag with fingerprint locks. These bags are designed to store your laptops and other valuables and can be locked with a fingerprint. Only the owner can access the bag once it is locked.”

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The third category of products is smart luggage.

“This luggage is not just anti-theft but it also has various other features. The luggage has a ‘follow me’ option in which it detects your motions and follows you. This way you don’t have to drag it around. You can also ride on it for 5 km. The advanced AI sensors ensure smooth movement, and prioritising security,” she adds.

Calling it the ‘Robo suitcase’, Purvi says that it is the most popular and best selling product on their website. “People are very intrigued by it and the sales of the suitcase have been the highest,” she says.

Based in Delhi, the company has been experiencing more demand from the Southern part of the country.

“The product delivers what it claims. You know how you keep losing your wallet here and there. The problem is no longer an issue for me because I can easily track it with my phone. The best part is the charging facility so I do not have to worry about my phone dying as I can charge it on the go,” says Aqib, a customer who purchased their smart wallet.

Recently, the duo went on to Shark Tank and charmed all the sharks. “Even at the show, our luggage was the star of the evening. All the sharks loved riding on it and they kept moving it around,” she adds happily.

Talking about their experience, she says, “The experience was amazing. Before entering, we were very nervous and my hands were sweating but once we started talking, all my anxieties went away. Although the sharks had a few doubts about the market of the products, we were able to convince them. We went inside to crack a deal and I am glad that we could do that,” she says.

Discussing their future plans, Atul shares, “We are proudly making all the products in India and are planning exporting the products to the US. We are also in the process of opening experience stores. Our first store is underway in Ahmedabad and we will keep expanding throughout the country. We are also planning to open stores in airport to tap more customers.”

(Edited by Padmashree Pande; Picture credit: Atul Gupta)

A similar scene unfolded at Simran Khara’s house in Delhi. The 42-year-old, along with her husband and their then five-year-old daughter, spent much of their time on household chores. After a few days, Simran started studying the labels of the dishwashing and floor cleaning products she was using at home. She recognised the presence of harmful chemicals in these cleaners, which posed risks to her daughter and even the surfaces they cleaned.

No longer at ease with her daughter participating in cleaning activities due to the potential exposure to these toxic chemicals, Simran, a concerned mother — and an MBA graduate with 14 years of corporate experience — resolved to develop a line of eco-friendly home cleaners that would prioritise child and pet safety.

After months of research, Simran Khara, the former CEO of Juggernaut Books, launched Koparo Clean in February 2021. Koparo Clean is a home-care product brandboasting of “natural” formulations crafted from plant-based ingredients such as coconuts (kopra).

Her entrepreneurial journey gained national attention when she appeared on Shark Tank Season 3, where she secured a substantial investment of Rs 70 lakh from ‘Sharks’ Vineeta Singh and Aman Gupta.

In search of a toxin-free cleaning product

So, what’s so wrong with the cleaners we use now?

The conventional cleaning products commonly used in households — particularly floor cleaners, dishwashing liquids, and laundry detergents boasting of clothes whitening capabilities — typically contain a combination of cleaning agents, fabric whiteners, sodium silicate, and sodium sulfate. A study published in Chemosphere scrutinised 30 such cleaning products and revealed that they may emit hazardous volatile organic compounds (VOCs).

This analysis highlighted that many of these VOCs pose serious health risks, including damage to the respiratory system, heightened cancer susceptibility, and adverse effects on developmental and reproductive health. Furthermore, a report by the Environmental Working Group (EWG) cautioned that the fumes emanating from certain cleaning products could trigger asthma attacks.

Simran recounts that during the first 10 to 12 weeks post-lockdown, she, like many other mothers, found herself relying heavily on cleaning products at home. She scrubbed surfaces multiple times to maintain a COVID-19-free environment. “We were using cleaning liquids for washing our vegetables, fruits and everything else at home,” she shares.

However, as hygiene took centre-stage, was it unknowingly causing more harm than good?

A careful assessment of multiple research papers made Simran get up and take action. She looked for safer alternatives, but couldn’t find many, especially at the same prices as the regular cleaning products.

“I was becoming more aware of ingredients. Discovering many chemical names in everyday products was triggering for me, as they posed harm to my daughter. While doing home cleaning, I had a first-hand experience of how it was affecting my hands. I could see exactly what was being put in the bucket,” Simran notes.

She explains that she realised that most conventional cleaners were laden with toxins. Unable to find any alternatives, she set out on a mission to develop products that would provide reassurance to mothers like herself.

Teaming up with an R&D lab in Bengaluru, she focused on formulating products that omitted seven chemicals known to be linked to health issues — ammonia, chlorine, phosphates, EDTA (Ethylenediaminetetraacetic acid), bleach, triclosan, and artificial colours.

While she wanted her brand to be natural, she knew the cleaners had to be able to dislodge dirt effectively. So finding the right formulations turned out to be a time-consuming and expensive process. “At the heart of every cleaning product is the surfactant which dislodges grease and dirt,” she shares, adding. “We had to look for non-synthetic options for this.”

Simran eventually discovered the solution in surfactants derived from coconut and sugarcane, inspiring the name ‘Koparo’.

Koparo’s products blend these surfactants with organic bio-enzymes and essential oils. After six months and 10 prototypes per product, they finally arrived at the winning combinations. The lab rigorously tested the efficacy of the products, and on 4 February, 2021, Koparo launched four products — floor cleaner, all-purpose spray, hand wash, and dishwash.

Yet another aspect that Simran says she stayed away from is artificial colours. “We believe in transparency and don’t hide behind coloured packaging. We use no colours and are open about the ingredients we use. Additionally, our products are also 100% made in India,” she says.

She shares that she was also irked by the advertising claims promising “a bloom of roses” in your floor cleaner or the “whiteness” and the “power of a hundred lemons” in various products. “We don’t make any fake promises. Our products do what any cleaner is supposed to — clean effectively. I just want people to choose better. Read the ingredients, know what you are using and what you’re letting your children use,” she adds.

Koparo has 30 SKUs (stock-keeping units) and its hero product is the dishwash liquid. Apart from that, their liquid detergent, floor cleaner and hand wash are fast sellers. The products are made in factories in Gujarat and Maharashtra, and their bottles are recyclable.

An Indian brand solving India’s cleaning problems

Following the launch, Simran shares that the first year witnessed sluggish growth. They debuted on their website and ran some advertisements on Facebook to attract customers, encouraging them to reconsider their current dishwashing habits.

“We had to create a new supply chain which required a lot of money and time. We worked with different ingredients to formulate the perfect product. We had to invest a lot to build our inventory in the beginning and find the right manufacturers,” says the Delhi resident.

The ISB MBA graduate bootstrapped the business and invested almost Rs 55 lakh. Despite facing many challenges, she believes that big risks begets big rewards. “You experiment, fail, learn, and restart. But don’t be paralysed with fear. Many mentors are willing to help and give insights into the industry; there’s never been a better time to be a startup. The ecosystem is rich, dynamic, and has a lot to offer,” she adds.

The financial and time investments paid off, as by the second year, they started growing and found their customer base in millennials, parents, pet parents, and people moving towards a sustainable lifestyle. They also expanded into quick commerce.

Presently, they receive 400 to 500 orders per day on their website and boast a monthly sales figure of Rs 3 crore, with an expected revenue of Rs 12 crore for the current year.

Additionally, Simran made an appearance on Shark Tank India Season 3 and secured a deal worth Rs 70 lakh for 1 percent equity with Vineeta Singh and Aman Gupta. The sales have significantly increased since the episode aired nearly two weeks ago.

“We want to spearhead a movement that is better for you, your kids, and the planet. We want to redefine cleaning and become the top choice for cleaners,” Simran concludes.

Edited by Pranita Bhat

Lalita and her husband are both daily wage labourers in Badjhir village, located in the Seoni district of Madhya Pradesh.

According to a report by the Centre for Science and Environment (CSE), nearly 500 million people in India lack access to clean cooking solutions. The report highlights that 41 percent of India’s population — including individuals like Lalita — rely on biomass as cooking fuel. This reliance contributes to approximately 340 million tonnes of carbon dioxide emissions, which accounts for nearly 13 percent of India’s total greenhouse gas emissions.

The smoke from fuel burned for heating and cooking is one of the biggest contributors to indoor air pollution in India. The World Health Organisation (WHO) estimates that every year, 3.2 million people die prematurely from illnesses attributable to household air pollution caused by the incomplete combustion of solid fuels and kerosene used for cooking.

While the long-term solution for this is the usage of LPG stoves, which the Government is providing through the Pradhan Mantri Ujjwala Yojana, many are yet to adapt to it as they can’t afford refills.

When Ankit Mathur came across this problem, fresh out of IIM-Ahmedabad, in 2008, he started looking for a solution with his co-founder Neha Juneja. Interested in the sustainability space, they were working on renewable energy projects in rural areas. Here, they came face to face with the daily challenges in a woman’s life.

They saw that most of the women’s time was spent either cooking or collecting firewood to cook. After observing the amount of smoke emanating from the chulhas and studying its detrimental effects on health, the duo decided to work on a clean cooking product.

After a year of research across various states and several prototypes later, they built the solution — a single-burner, high-efficiency cook stove that reduces smoke. Since 2012, Greenway Grameen Infra has sold three million cookstoves and wants to make clean cooking accessible to every part of rural India.

Providing access to clean energy

After completing his MBA at IIM-Ahmedabad, while most of his classmates were going for cushy corporate jobs, Ankit decided to walk off the beaten path. He contacted his Delhi College of Engineering classmate, Neha Juneja, and they decided to work in the sustainability space.

They started by helping organisations effectively manage their carbon initiatives. During this time, they visited many villages and found that there weren’t many products addressing cleaner cooking.

“I saw that most households in the villages we visited were using rudimentary devices to cook. They were burning biomass to make their food. The energy efficiency of biomass is very low. For example, if you burn 1,000 kilojoules, only one-tenth gets transferred to the cookstove, making it very wasteful,” informs Ankit.

In response, they resolved to develop an enhanced and environmentally friendly cookstove to alleviate the workload of women in rural regions. Beginning in 2010, Ankit, a mechanical engineer, and Neha, an industrial engineer, teamed up with Shoeb Kazi, a chemical engineer, to design an energy-efficient ‘smart’ stove. The trio worked on building a prototype, conducting tests, and engaging in sales directly within villages.

“It was a conscious decision,” says Ankit, about their stoves being priced at Rs 500. They wanted to see how much people were willing to pay.

Throughout a major portion of 2010 and 2011, they journeyed through over 30 villages spanning 10 districts across five states: Punjab, Haryana, Madhya Pradesh, Maharashtra, and Rajasthan. Over this time, they constructed more than 10 prototypes and, guided by consumer feedback, refined their design to arrive at the winning model, the Greenway Smart Stove.

What’s unique about the stove

Ankit explains that the Greenway Smart Stove comes with a patented air regulation technology that leads to better combustion, thereby increasing efficiency and reducing smoke. They have two models: the Smart Stove at Rs 2,199, and the Jumbo Stove at Rs 3,499 for bigger families.

The stove has a single burner and works on different solid biomass fuels, such as wood, dry dung, crop waste, coconut waste, and bamboo. It reduces cooking time and is portable. The most important benefit of this stove, Ankit claims, is that it helps save 65 percent of fuel and reduces smoke by 70 percent.

“This product eliminates carbon monoxide from burning firewood. It reduces smoke emissions, making it safer for kitchen or household use. Unlike traditional chulhas, which often cause burns, this stove poses less risk of burns for women and children. Additionally, it reduces eye irritation,” adds Ankit.

As far as the environmental impact is concerned, Ankit states that each smart stove reduces greenhouse emissions by at least two tonnes per year. For the women using these stoves, besides the health aspect, their cooking time is greatly reduced.

Lalita, who used to wake up at 4 am, now rises at 5 am, thanks to the improved stove. She notes that cooking has become faster with the Smart stove, which she has been using for the past one and a half years.

“This stove involves much less cleaning as ash doesn’t fall on the floor. The firewood which we used to collect would last us for just two days earlier, now it lasts us for 15 to 20 days. Food is also made on time,” she says. The time spent collecting firewood has also reduced greatly, leaving her with more time to spend with family.

Another customer, Geeta Rahangdale, says that it has made the kitchen cooler and uses very little firewood. She also appreciates the fact that food can be made anywhere in the house.

Providing bargaining power to women

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Although the product was well-received, Ankit discovered that many potential customers were not purchasing it. He realised that while women were primarily responsible for cooking in rural areas, they often lacked the necessary funds or bargaining power to buy the stoves outright. 

Consequently, Ankit and his team began collaborating with rural retail shops, micro-finance institutions, self-help groups, and local NGOs. They developed financial packages through these institutions to allow women to purchase the product through easy instalments. Additionally, they partnered with corporate companies to subsidise the cost of the products.

“The outreach across villages happens through the Greenway team. We have implementation and financing partners to ensure that every woman should be able to avail the benefits of cleaner cooking. We are also working with sustainability partners to provide carbon offsets,” informs Ankit.

Initially, they noticed higher sales in South India, where there’s greater gender equality and women have more access to cash. Over time, sales began to increase nationwide. To date, they have sold over three million stoves across India, Southeast Asia, and Sub-Saharan Africa.

They have a factory in Vadodara, Gujarat, with over 500 employees. Ankit’s vision is to reach 20 million households by 2030. “I want to keep designing products that increase the quality of life for rural households. I also aspire to reach more customers at an affordable price point,” he shares.

(Edited by Pranita Bhat; All photos courtesy: Greenway Grameen Infra)

From enduring constant ridicule, bullying and fat-shaming throughout her childhood to emerging as a prominent voice in body positivity on Instagram, setting up her own unconventional accessories brand and making a successful appearance on Shark Tank India, Diksha Singhi has come a long way.

Speaking to The Better India, Diksha talked about her journey of overcoming childhood trauma, sharing her story on public forums, and becoming a body positivity influencer and entrepreneur.

‘Always been a fat child’

Born and raised in Guwahati, Assam, Diksha recalls, “I have always been a fat child. As a fat child, you’re told the most ridiculous things by people around you. Growing up, I was in a boarding school and heavily bullied for it. In school, I was not selected for theatre or dance performances because of my appearance. People made assumptions that I couldn’t play sports because I was fat. People started calling me a tomboy because I would wear loose clothes.”

“Wearing loose clothes was not a conscious fashion decision. I could never find clothes in my size and had to shop in the men’s section. That’s why people started calling me a tomboy. But this sort of bullying wasn’t just restricted to school. I was even called out by my relatives. In fact, there was a time when I used to love swimming. But one day my swimming teacher told me that I should not wear a V-cut swimming costume because I looked ‘hideous’. And that feeling of humiliation stayed with me for so long that I started hating swimming,” she adds.

It took Diksha many years to unlearn all of those things that were said about her body.

“I could see the magic it [unlearning] did to my health and mental health once I started letting go of the things that people said about me and the notions my immediate society had about body shape and appearances. What I have learnt in life is that if there are things that trouble you as a child and if you do something about them when you’re older, it gives you an innate sort of satisfaction. I never intended to become a body positivity influencer or creator,” she recalls.

And a lot of that unlearning began once Diksha moved to Delhi for college in 2013 and started writing about her experiences in blog posts and then on Instagram on a variety of subjects.

“I was someone who would write long captions with everything I posted on Instagram. And that was just my way of telling my story. Despite having just 500-odd followers on Instagram at the time, I would regularly pen down my thoughts on anything from fashion to travel. After finishing college in 2016, I became a freelance social media marketing consultant, writing and publishing content for different magazines or online platforms,” she recalls.

Eventually, there came a phase when she seriously began examining the things that had happened to her in the past and how they impacted her decisions. In a series of Instagram posts in March 2018, she posted pictures of herself in swimwear for the first time. This was Diksha reclaiming her body and responding to those who traumatised her all these years.

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“There were these posts I wrote on social media about my story with my body and it got a lot of traction. There were a lot of women who wrote comments on my post sharing their own stories and that’s how I started creating content as a body positivity influencer,” she recalls.

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Today, Diksha has more than 1,26,000 followers on Instagram.

“I never intended to become a blogger or a content creator. This isn’t a ‘job’ for me. Yes, money comes in various forms like brand collaborations, but creating content to make money has never been the objective. It has always been about sharing my story,” she says.

As a body-positive content creator in this space, Diksha has created content ranging from recommendations of brands that make apparel in plus sizes to [verbal] comebacks against relatives saying things about her physical appearance. “I have shared such content all across my personal social media page. Through making such content, I became that elder sister or friend [to my followers] that I never had when I was a child,” she adds.

From content creator to entrepreneur

Growing up in a ‘business family’, Diksha always had the desire to start one herself. But the decision to establish ‘A Little Extra’ in August 2020 wasn’t just about following a family tradition.

“There was a time when I was experimenting with fashion but there weren’t enough clothes [that fit my size] available in the market. So, I started employing different accessories to look more fashionable. Even while travelling to different countries, particularly in Asia, I couldn’t find clothes for people my size. My idea was to always shop for jewellery,” she recalls.

“While my friends went to the mall and shopped for clothes, I also wanted something to shop for. So, I would visit the jewellery section because the items on sale there did not come with the kind of size limitations you see in apparel wear. In fact, on one of my posts, I’ve had people writing comments like ‘Went shopping for clothes but came back with a scrunchie’. Over time, I became a jewellery junkie and I decided to venture into the accessories space,” she recalls.

“Amid the [COVID-19] pandemic, I was back home thinking about what to do next with my life. What I found was a gap in the affordable accessories segment and measured all the pros and cons associated with running such a business. Eventually, I established ‘A Little Extra’ in August 2020 with an initial investment of Rs 5,000, and here we are today,” she adds.

‘A Little Extra’

Most of the jewellery made at ‘A Little Extra’ has a “distinctive element” to it, according to Diksha.

“If you buy conventional jewellery, they’re either stone-based or they have a certain design or aesthetic. We wanted to make jewellery specific for an occasion, emotion or lifestyle. For example, if it’s Navratri, what better than to wear our ‘Durga earrings’ that are colourful, bright and have the chunkiest elements of shell, mirror, beads, etc? If you want to watch a football match in a stadium, cheering for your favourite team, why just wear those regular earrings? Why not wear earrings shaped and designed like a football?” she says.

“We want to create a certain emotional angle with the jewellery that you’re buying. Given the kind of occasion/emotion-specific earrings or the neck pieces we design, it also becomes easier to give the kind of accessories we make to other people as gifts. But we are also aware of a market which is looking for accessories with a minimal aesthetic, and as a result, we also make jewellery with minimal/simple designs but with an extra touch,” she adds.

For example, they have this limited collection of very small gold-plated brass earrings designed in the shape of a dragon. “This was inspired by a very energetic and inspiring petite friend who was either bullied for being small in stature or not taken seriously as a result. Despite people counting her out, her energy has remained undiminished like a dragon. We also employ different handmade art forms like Kada, beadwork, Kundan, brass, terracotta, cane, etc,” she says.

How do they make these accessories?

A Little Extra works with karigars (artisans) specialising in different handmade art forms. Since the venture deals in various art forms, Diksha argues that she can’t have something in-house for production purposes.

“The way our karigars move their hands is something you and I cannot do. They’re skilled and work best when they’re in their community. You can’t pick them out of a village in West Bengal, bring them to Delhi, and expect them to do quality work. They would not be happy. They want to stay with their families. So our idea was to have these karigars work in their own communities,” she explains.

“We present them with whatever designs we have come up with here. We send the designs across to our manager stationed with these artisan communities who then sits with the karigars and develops those designs. Following this, they send us items for sampling, which we assess and see if there are any changes we would like on them. They eventually send us further samples which we approve and send for production. We follow this process for all our products,” she adds.

Talking about terracotta, Diksha’s team works with karigars from Assam and West Bengal. When it comes to beadwork, they work with karigars from Delhi-NCR states. If they’re employing Kundan (a traditional form of gemstone jewellery), they work with karigars from Rajasthan.

“My mantra when it comes to working with karigars is to pay them what they ask for. Throughout my journey, I have seen people in my industry try to exploit them. My approach has always been the more they grow, the more we grow. Successfully selling over 80,000 products and developing a range of accessories with over 500 designs, we’ve grown together. Today, ‘A Little Extra’ is a women-led enterprise, and I currently have eight full-time women employees with me,” she says.

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The Shark Tank experience

Diksha has nothing critical to say about her experience of Shark Tank India.

As she recalls, “Although I did prepare my pitch and worked on the possible types of questions the Sharks would ask me, there was nothing scripted about what questions were asked, whether I would secure an investment, or if certain Sharks were already willing to invest in my venture. The Shark Team India [production] team did assist me in fine-tuning my pitch but in the end, it’s your call whether to accept their recommendations or not.”

It was a one-hour-long pitch, she informs, which was then cut down to 17-20 minutes for viewers.

Although both the Sharks (Anupam and Vineeta) agreed to invest in her venture, there is currently a more detailed due diligence process underway.

“If someone is willing to invest Rs 60 lakh into your venture, they have to secure their funding and know that they are investing in a legitimate business. On the entrepreneurial side, I have to sit with my team to assess the share agreements and other documents sent by the Sharks’ teams as well. All this due diligence work will take about six months or so,” she notes.

(Edited by Pranita Bhat; Images courtesy Instagram/Diksha Singhi and Instagram/A Little Extra)

However, up until the late 90s, the potential of this magical by-product was never utilised. It would often be a cause of pollution and people were paid to dispose of it. It was the Dutch who first found the use of coco peat.

Now, a man in Chennai has been earning crores by selling coconut dust!

As much as it sounds like a bit of a stretch, Anees Ahmed, the founder of Global Green Coir, has been harnessing the power of this golden dust. With an annual turnover of Rs 75 crore, the company exports choir peat to multiple countries around the world.

“Tamil Nadu is the largest supplier and producer of coco peat in India. The market for the soil is mainly international, especially in European countries where the soil fertility is quite low,” says Anees.

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Global Green Coir not only exports coco peat but also customises its products by mixing nutrients in it. The company first collects the dust and cleans it to remove any impurities like leaves, fibres and other wastes from it.

The peat is rinsed in water to remove its high soil content, and then, the company turns it into blocks, discs and grow bags to export.

Edited by Pranita Bhat

The common ground of fitness and technology bonded these IIT-Delhi graduates. Further, capitalising on the expertise of two of them in robotics, they decided to develop a home fitness device.

So, the four engineers —  Aman Rai, Anurag Dani, Rohit Patel and Amal George — embarked on creating their own home gym, designed for efficient strength training within limited space. Nearly three years and 15 prototypes later, in May 2022, they launched Aroleap X — a smart, wall-mounted gym equipment, which comes with 100 hours of curated fitness content developed by seasoned fitness coaches.

Their innovative equipment is crafted to guide beginners and seasoned enthusiasts alike towards their fitness aspirations through personalised fitness regimes, while tracking their movement and mapping the corresponding data.

Aroleap’s technology is patented, fully manufactured in India, and currently offers over 150 exercises.

Train at home in a small space

Aman Rai, a chemical engineering graduate from IIT Delhi, is a passionate runner with many ultra-marathons under his belt. Upon starting his career, he struggled to juggle his job responsibilities with regular gym visits for strength training, which is essential for runners. Residing in a rented accommodation in Bengaluru, the limited equipment at his disposal at home fell short of adequately supporting his training regimen.

Anurag Dani also found it tough to find time to head to the gym due to long work hours. Meanwhile, Rohit Patel and Amal George, who were studying robotics, spent hours building solutions for everyday problems, and were keen on solving this as well.

The problem really, according to the founders, was the fact that there was no single equipment that could replicate the entire gym at home. They discovered that home gym equipment was big, costly, and demanded ample space. Additionally, they struggled to accurately monitor their movements.

“We would have to keep buying different weights and bars to train at home. This occupies a lot of space and doesn’t work, especially in rented spaces and small apartments. It also becomes bulky and unsafe. So we decided to find a solution,” Aman tells The Better India.

At the same time, a new digital-weights technology emerged. Amal and Rohit, robotics graduates, explored creating a similar system. They began prototyping, aiming to replace physical weights with digital ones using motors.

“We tried to replicate the same types of resistance that a physical weight provides with the help of a motor,” explains Aman.

For the next few months, the four of them worked on building prototypes, investing almost Rs 25 lakh of their own money.

In 2020, they incorporated their company by the name ‘Aroleap Fitness Private Limited’. Amid the pandemic, like most people, the founders headed home. Aman, Rohit and Anurag hail from Bhilai, Chhattisgarh, and have known each other since school. So they were able to continue their R&D at home.

In the winter of 2020, with their first prototype in hand, they initiated their first round of trials by inviting friends from school over. They filmed a video showcasing their product and commenced sharing it on social media platforms like Facebook and Instagram.

“To get people interested in the product, we started by offering monthly subscriptions, priced equal to a premium gym membership. We got a lot of interest and once back in Bengaluru, we sent our prototypes to a few people who seemed very interested,” says Aman.

These first customers tried the product for four to six months and offered their feedback to the founders. Based on the feedback, the engineers made changes to the product. Once they were satisfied with the product, they encountered the big challenge — finding investors.

To try their luck, Rohit sent a message to Nithin Kamath, CEO of Zerodha. Aman states that Nithin came to their apartment in J P Nagar, Bengaluru, and tried the prototype. Impressed, he decided to bet on them and become their first angel investor.

They also found three other investors and raised their seed capital in October 2021. Then, they set up a small manufacturing facility in Bengaluru and began selling Aroleap X in May 2022.

How the home gym works

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Aroleap X is a compact, wall-mounted smart exercise machine that uses motor-powered electromagnetic resistances to provide a data-driven workout. The device takes up 4 feet x 2 feet space, which is equivalent to a vertically wall-mounted 55 inch LED TV.

The patented digital-weights technology was built in-house and comes with fitness content to support workouts. The machine uses a motor to simulate the weight.

“When you pull the rope on the device, it generates resistance. Our device works like a personal trainer and tells you when to reduce or increase weight,” adds Rohit.

The machine can be used to do everything that you do at a gym, he adds. “The technology has condensed all different weight stacks into a single motor. We have a patent for this motor-controlled technology. Our motor provides resistance from 2 kg to 75 kg,” adds Aman.

Over 150 exercises can be done using the machine, and every muscle group of one’s body can be targeted. AI-powered training sessions track the user’s progress and suggest better methods of working out, while giving real-time tracking and insights.

The machine offers goal-based workout programmes, designed by professional fitness trainers. From building muscle and weight training to becoming a better runner, the machine has something for everyone.

The machine comes with two arms, which can be adjusted at different positions. It also comes with different accessories like barbells, ropes, and D-handles.

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“You can select the weight you want to for a particular exercise, and the machine will count the reps, and monitor how you are performing. It adjusts the weight depending on your performance. If you struggle, it will reduce the weight,” says Rohit, adding that their goal is to make fitness data-driven and scientific.

“While such products are available abroad, like Tonal in the USA, this is the only one in India, manufactured completely in India,” says Rohit.

Akshat Jalan from Gurugram has been using the Aroleap X for around one and a half years. He says that this equipment helps him workout diligently and that it provides everything needed for an efficient workout without occupying space.

“I don’t find the time to go to the gym regularly. I tried getting a bunch of equipment to workout at home but the result was suboptimal. I was not able to do all the exercises I would normally do at the gym. Aroleap provides a holistic workout and is equivalent to the gym, for me. It is convenient, tracks data, and helps you scientifically plan your routines,” says Akshat.

Aroleap is sold at Rs 1.69 lakh through their website and on Amazon. They have sold over 300 home gyms, so far, across 20 cities, and had a turnover of Rs 3.5 crore in the year 2023-24. They’ve also been selling their product in the B2B space to hotels, co-working spaces, and physiotherapy clinics.

Hoping to expand to the international market soon, Aman says, “We want to make fitness simple and accessible.”

Edited by Pranita Bhat

All in a matter of a few seconds. 

No one is a stranger to the colossal universe of online frauds, each with a more believable bait than the previous. Pratyusha Vemuri, a security leader from Mumbai, had her fair share of these. However, it was an incident in 2021 that provoked her to turn the frequent problem into a booming business idea. 

Her brainchild ‘Panoplia.io’, rebranded to raptorX.ai, launched in May 2023 is an AI-based cybersecurity firm that is coming up with solutions and apps to provide businesses and individuals freedom from the clutches of online scams while improving the security of financial transactions in the digital space. 

The idea won favour from the judges on Shark Tank Season 3, where it struck a deal of Rs 1 crore for 2.5 percent equity. 

As for the road ahead, Pratyusha says she is looking to channel the funds into offering B2B services and building a strong team. Looking back on the journey that led her to this point, Pratyusha recalls being the victim of a scam. 

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The swing that never saw the light of day 

In 2021, having just returned from the United States where she was working in security divisions leading product teams in multinational companies such as Microsoft and Akamai, Pratyusha recalls wanting to deck up her home for Diwali festivities that year. 

She was in search of the perfect swing. And lo and behold, a website online seemed to offer just the one she was looking for. “Since it was Diwali, the swing was being sold at a discount of 40 percent. It was a good deal,” she recounts. 

Diwali came and went. But the swing did not turn up. 

That’s when it dawned on Pratyusha that she’d been scammed. “I’m usually careful because of my background in security systems,” she explains. The fact that the website was ‘Google sponsored’ led her to believe that it was a safe site. But as she discovered while building raptorX.ai, several factors deemed a website’s authenticity — some that could be easily missed out on no matter how careful one is. 

Defined as ‘the fraudulent practice of sending emails or other messages purporting to be from reputable companies to induce individuals to reveal personal information, such as passwords and credit card numbers’, phishing is more rampant today than ever before. 

The rise in digital transactions and purchases is to blame. 

According to a survey by Norton LifeLock in 2020, Rs 1.24 trillion was lost in India in the preceding 12 months due to cybercrimes, with 63 percent of victims incurring a financial loss. 

But the question begs to be asked, if people are aware of phishing practices, how are so many still being scammed? Why has the recent past seen an erosion of trust in online transactions? 

“People tend to overlook the finer nuances,” answers Pratyusha. 

“Every message has a source. I’d suggest looking at the source and the details of the message clearly. If it is a website, along with ensuring the site is secure, also check the contact information provided. Try getting in touch with them to check the legitimacy, take a look at their policies.” 

But juggling all of this while shopping online is a task, agrees the techie. 

“It is a big list of things, but since we are all strapped for time, AI can be used to run an algorithm that can predict the fraudulent nature of websites or SMSes,” she notes.

And this is where raptorX.ai comes in to accelerate the process. 

AI that serves as your eyes 

The road to building the AI-based cybersecurity firm was fraught with learning. The gamut of online frauds was many, Pratyusha discovered — credit card frauds, UPI frauds, refund frauds, spoofing, identity theft, scam pop-up alerts, etc. 

Thus, raptorX.ai’s solution works on an algorithm where it assesses a website’s Alexa Rank (a reliable indicator to judge the website’s popularity based on the volume of website visitors in a given time frame). “The popularity of a website can be a key indicator of how reliable it is,” says Pratyusha. The next aspect is social media activity. 

“Scam websites are often not too bothered by this, as it takes effort and resources to maintain social media pages. Therefore our algorithm can check if a site has active social media accounts and will adjust the score accordingly.”

The performance of a website is another parameter judged by raptorX.ai. “Scammers have sloppy, inefficient websites. Our algorithm takes this into account and will reduce the score based on poor performance in this area.” 

She adds, “We also look at the security of the website; when the security cert was issued and when it expires along with any known malware on it.”

She goes on to add that certain markers suggest whether a business is genuine or not. These include transparent company data — “Genuine businesses usually have nothing to hide and do not hide their company data from the registration” and age of the website — “Scam sites are usually run as ‘hit-and-run’ operations, meaning that the site is created with the intention of being quickly shut down by the owners after scamming a lot of customers”. 

In time, the scope of raptorX.ai’s solutions is only set to increase, says Pratyusha. This is in line with the boom that the global Fraud Detection and Prevention (FDP) market is witnessing. 

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As of 2023, the Fraud Detection and Prevention market was valued at approximately $44 billion and poised for substantial growth over the next five years. 

A report published in Fortune Business Insights states that the sector is estimated to reach a size of $180 billion by 2030. This will impact all sectors ranging from banking and financial services — a primary target for fraud — to retail and eCommerce. Even healthcare will be positively impacted. AI will step in to safeguard patient data, and insurance claims, and also be instrumental in medical fraud detection.

Pratyusha adds, “Our company, raptorX.ai, has its own patented AI which can detect fraudulent rings almost instantly and process real-time data to detect all complex frauds. It also provides an extensive understanding of users so businesses can make better and innovative decisions on their products and increase top-line revenue and reduce customer churn.” 

“Frauds are very nuanced and industries need nuanced solutions to prevent frauds. It is even more critical in India and APAC as there are so many businesses coming online and they are exposed to more fraud than malware!”

Another service by raptorX.ai is the AI Kavach app, which scours a user’s phone when downloaded and points out scam messages and websites. 

Pratyusha calls it a one-stop solution to all cybersecurity qualms. “A user can download the app, pay as low as 99 Rs/year, and give the necessary transparent permissions to detect fraud websites and messages real-time on the phone.”

The app has been delisted for a few months based on Shark Tank’s feedback and will soon be available for download. The current focus is on scaling the B2B services. 

As for Pratyusha, she is thrilled at the journey ahead. “I took a problem and decided to channel my expertise to come up with a solution. I’m glad it can help many.”

Edited by Padmashree Pande.

Ahana, raised by a single mother in Bharatpur, Rajasthan, often enjoyed ghevar (a Rajasthani disc-shaped sweet made from ghee, flour, and sugar syrup) and bhujia (deep-fried besan sticks) as her routine evening snacks after school. As she started learning about the importance of a healthy diet, she became aware of the unhealthy food she had been consuming since childhood.

Meanwhile, Ahana’s niece in India was diagnosed with Type 1 diabetes at 15 months, and Ahana’s sister-in-law struggled to find nutritious snacks for the child as she began attending playschool.

In March 2019, Ahana started her own snacks brand called ‘Open Secret’ to offer healthier alternatives. The brand offers over 30 snack varieties made from ingredients like dry fruits and millet. She asserts that their products contain no refined flour, trans fats, palm oil, or artificial preservatives.

The brand is on track to achieve a gross revenue of Rs 100 crore this year.

How a mother’s unwavering support sowed the seed of entrepreneurship

Ahana’s first goal when she was in school was to get into IIT Bombay, following in the footsteps of her brother. Her mother was a professor at a college and always told Ahana and her brother that education levels the playing field. This was etched in young Ahana’s mind as she worked hard to get into the prestigious institution — in a state with one of the lowest female literacy rates.

“I could see clearly how opportunities were not the same for both genders. My female classmates weren’t given the same education as their brothers. In fact, many families were okay with a mediocre education for their daughters. But my mom didn’t pay heed to what everyone said. She spent all her time working, as a single parent, to provide both of us with a good education,” Ahana tells The Better India.

When she gained admission to IIT-Bombay, some “well-wishers” questioned her mother about why she was sending her daughter to Mumbai, considering her dream (of having a child studying at IIT) was already achieved. In response, her mother simply said, “Let her do whatever she wants. Both my children are equal.”

It was at IIT that the entrepreneurial bug took birth inside the chemical engineer. Furthermore, being part of the entrepreneurship cell and the theatre group in college changed her outlook towards life. “I knew one day I wanted to create a brand from scratch. Storytelling, to me, is powerful, and I wanted to share my story through a brand. I decided it should be in the consumer goods industry, even though I hadn’t figured out the specifics,” she adds.

Even while studying at IIT, Ahana’s eating habits remained poor as she resorted to junk. She would fall sick often, be it at school or college, without realising that one of the reasons was the food she consumed. It would be four years later at Harvard when she would come to the realisation.

‘Why does India lack healthy packaged food?’

Before heading to Harvard Business School. Ahana worked in the product supply division at Procter & Gamble (P&G) for four years. She went to Whole Foods Market to purchase healthy snacks. This American supermarket chain, as per its website, provides food without hydrogenated fats and artificial colours, flavours, and preservatives. She considers her first visit to the supermarket as her ‘Aha’ moment.

“I was blown away by the options in front of me. I wondered why we didn’t have access to such healthy options in India,” she shares.

As Ahana began running and opting for healthier food, she noticed an improvement in her health. Reflecting on her childhood illnesses and weight issues, she realised that if such products had been accessible in India, it would have been simpler for mothers like hers to provide healthier snacks to their children.

At the same time, her sister-in-law in India was facing the same conundrum as her mother once did — how to pack nutritious food for her daughter (who has Type 1 diabetes) going to school. Two generations of mothers were facing the same problem, and now Ahana knew what her business would be.

“India is an innovation hub, and yet, there was no one solving the problem of making healthier biscuits, cookies and chips. Moms still had to give their children maida biscuits and deep-fried snacks. My sister-in-law had the same options from the same brands as my mother did, almost 30 years ago!” she adds.

To offer improved products to families and working professionals, she came back to Mumbai in 2018. She began conducting surveys to understand people’s food preferences and what factors would make them trust a new brand.

“Everyone said that they wanted to eat healthy, but no one wanted to compromise on taste,” says the now Mumbai resident.

Having worked at Procter & Gamble (P&G) and General Mills, Ahana gained knowledge across various aspects of the consumer goods industry, spanning supply chain, finance, marketing, and manufacturing. In 2019, she left General Mills and founded Open Secret.

Her mother, the second director, provided the company with a paid-up capital of Rs 2 lakh. Following the company registration, Ahana dedicated the next nine months to crafting the ideal ‘unjunked’ snack.

Upon securing investment, her initial priority was finding a suitable manufacturing facility. “I was sure I wanted the shopfloor to be run by women. When I looked at manufacturing units in Bhiwandi, Maharashtra, there was a big problem — there were no toilets for women as there were only men in all these facilities,” she shares. After many visits, she decided to set up her own factory in Bhandup, Mumbai, which would be operated by an all-women team.

The next and biggest challenge was, cracking the perfect recipe and setting up an assembly line for it.

To tackle the first challenge, Ahana revisited her past experiences at other companies. During her time launching new products for a previous brand, she extensively visited customers in metro cities, gaining valuable insights into their snacking preferences. Drawing on this knowledge, she conducted focus groups to identify customer favourites in snacks, cookies, biscuits, and more.

“In the focus groups, we asked people what they liked and disliked in the snacks they were eating. The uniform response from everyone — be it working professionals, students or moms — was the maida. I then asked them what they found healthy, to which most said dry fruits,” she adds.

Based on this feedback and with the help of an in-house R&D team, Ahana worked on formulating the perfect ‘unjunked’ cookie. “We unjunked the typical cookie by replacing maida with 40 to 50 percent dry fruits and millet using less sugar. Most of our products have just 1 to 2 grams of sugar,” she says.

She further involved a group of 100 mothers, dubbed by Ahana as the company’s ‘Chief Innovation Officers’. Ahana sent them various flavours and samples, using their feedback to improve the products. “They helped us crack the right product,” says Ahana.

She asserts that they have taken measures to guarantee the snacks remain delectable even after substituting certain ingredients with their nutritious counterparts. This ensures that customers not only enjoy the taste but also reap health benefits from their consumption. Hence, nine months and 1,000 cookies later, Ahana was ready with the first product — the nutty cookie, which to date is their bestseller.

The next challenge was learning how to manufacture the product. “It’s a one-of-a-kind product with no benchmark. I had to use my engineering skills to set up the right assembly line. We also had to work on extending the shelf life without adding preservatives,” she says, adding that she uses aluminium in the packaging to extend the shelf life of her products.

Ahana finally launched ‘Open Secret’ in January 2020 through online and offline channels.

So, how does a new brand draw in customers and persuade them to purchase? Ahana applied her MBA knowledge, utilising the concept of shopper marketing to promote Open Secret. She and her team visited stores, providing free samples of their products. According to the CEO, everyone who tried the product ended up making a purchase.

“We made Open Secret visible at the point of purchase in supermarkets and stores. We did many free trials of the product, as once they try, they will buy. We also incentivised customers using discounts,” says Ahana.

She mentions that they also employed blind tasting to assess their products with consumers. According to Ahana, their Unique Selling Proposition (USP) lies in the fact that their product replicates the taste of junk food, fulfilling people’s cravings healthily.

As they slowly started building their presence, they faced their first roadblock two months later as COVID-19 hit India. Not one to bow down during a crisis, Ahana worked on converting it into an opportunity. They focused on online channels and were able to operate during the lockdown as they fell under the essential categories list.

“We hustled through COVID-19. Once, the cooling refrigeration system at the factory stopped working during the lockdown. We couldn’t get any technician but needed a refrigerator to store our chocolates and products. I brought my refrigerator from home and that’s how we averted a major crisis,” laughs Ahana.

To make themselves visible online, they used banners and discounts, and placed their products across online channels.

The founder states that they grew multi-fold amid the pandemic and sold over 10 lakh cookies. Since then, there has been no looking back. Open Secret sells over 30 products, including cookies, biscuits, chips, dry fruits, snacks, chocolates, brownies, cereals and more.

They are present across online channels including Amazon, Flipkart, their own website, and quick commerce chains like Zepto, Blinkit, Big Basket and more. They also sell through supermarkets offline. Through their platform, they also partner with and sell products from over 100 healthy brands. 

Ahana states that they will achieve gross sales of Rs 100 crore this year and wants to become a Rs 10,000 crore company in the coming years.

‘An ode to my mother’

Open Secret’s USP, besides its snacks, is its women, says Ahana.

Their factories are run by 200 women and over 50 percent of its employees are women. Why? Ahana believes that women leaders like her, who are privileged, must provide opportunities to women. After all, it was due to her mother’s belief that this girl from Bharatpur went to IIT, and Harvard, and launched her own brand.

“People still treat a single woman with a lot of judgement. When I returned to India, everyone assumed that it was either because of visa issues or marriage. Why can’t a single woman follow her passions? Why is getting married the only way to settle down?” asks Ahana.

She adds that the most important thing for women is to have a good education and be financially independent. “You’ll be unstoppable,” she says, adding, “I was lucky because my mother gave me that opportunity, but not everyone gets it. Women leaders have the responsibility to provide jobs to other women. Let’s create an equal world for young girls.”

Open Secret, in fact, is Ahana’s love letter to her single mother, who showed her daughter that nothing is impossible. “It is an ‘open secret’ that we are who we are because of our mothers,” says the proud daughter dedicating her brand to all mothers.

While Ahana’s mother saw her daughter open her wings and fly, she passed away during the second wave of COVID-19 in 2021. Ahana had to make a tough choice the next day as she had an investor meeting to attend.

“I could either pause and grieve, or pitch to the investor for our Series A round, and I chose the latter, as I had to build this brand and keep my mother’s legacy alive.”

Edited by Pranita Bhat

Similarly, in Bilimora, Gujarat, to be given the latest perfume as a gift from abroad was a hot topic amongst Mohamadadil Asif Malkani, fondly called Adil, and his friends. These discussions and the whiffs of these perfumes left a deep impact on the young man.

When he started his eponymous perfume venture selling Attars and perfumes in 2019, his goal was to offer the same premium fragrance to customers at home. Starting with his father, who worked at an Attar company for over three decades, the entrepreneur’s vision was to make traditional fragrance appealing to the younger generation.

Attar or ittar, is said to have been derived from the Persian word itir which means perfume. Working out of his home, Adil spent months perfecting the formulations and fragrances which would be liked by his buyers. He would send free samples to friends and family in Bilimora and make changes as per their feedback.

The Class 5 dropout used his business acumen and digital marketing skills to build a good website and get word out. Starting with 20 orders in 2019, Adil Qadri has sold over 14 lakh orders so far with a monthly average revenue of Rs 7 crores. He has opened 15 stores in India and Dubai, and sells online too.

Adil is an example of what one can achieve with hard work and perseverance, and proves that one doesn’t need a fancy degree to succeed. He recently appeared on the Season 3 of Shark Tank India and received an investment of Rs 1 crore from Vineeta Singh. 

A childhood spent at the hospital

Since birth, Adil had a rare, serious strain of asthma, which made it difficult for him to attend school and play with other children. While most children spent their time at playgrounds, this 29-year-old spent the first 10 years of his life in the hospital. 

“I spent 10 days of every month in the hospital, missing school. I was admitted into a school much later than an average child is, and management also made special adjustments for me. I was allowed to go to school after 9 am as I had difficulty breathing in the mornings,” Adil tells The Better India.

To take care of his medical expenses, his mother started selling mehendi cones, essentially taking care of his hospitalisation costs and medicines. His father worked at an attar shop where income was scarce. 

This meant that he had restrictions when it came to playing with other children. Spending his evenings indoors playing video games, his situation soon turned grave and attending school became increasingly difficult, leading to him dropping out of it eventually. 

After intensive therapy for a few years and with age, Adil’s asthma got better. The entrepreneur recalls that his parents were willing to support him, but he wanted to make a name for himself. He started doing computer and mobile repairing courses and worked in a few local shops. 

The real turning point in his life came in 2014, when his uncle told him about SEO (Search Engine Optimisation). “He told me that SEO was the future and that I should learn it and website designing,” adds Adil. 

Adil first built a mehendi designs website, which earned him an income of $1,000-1,200 per month. Thus began his journey into digital marketing and e-commerce. 

From 2014-2018, he experimented in a lot of different avenues. He tried drop shipping, affiliate marketing, worked with digital marketing agencies, tried selling t-shirts, women’s dresses, shoes and mobile speakers. 

“Nothing was scaleable. I experienced failure multiple times until 2018 when I started a Muslim fashion store by the name of Adil Qadri. But even that didn’t work,” he shares.

Making Gen Z fall in love with attar 

With one failure after another, the youngster was lost. Just as he scratched his head about what he could do next, he found that the answer had been right in front of his eyes — his father’s mode of rozi roti (daily bread). 

“I decided to experiment with attar. We always find foreign perfumes cool. I wanted to make attar cool and relatable to youngsters like me,” he adds.

At first, he started selling other brand’s attar but soon started making his own. 

But didn’t the strong scent work against his asthma? “It doesn’t bother or trigger me so,” Adil clarifies.

“Usually attar comes in traditional fragrances like oud, sandalwood, and rose. This is used only by older people. I wondered what people like me would like. I experimented with the fragrances and the packaging. Traditional attar is given in small bottles and packed in front of you. I wanted to make it premium as perfumes as generally gifted,” he says.

Working in a 100 sq ft room of their house, Adil and his father spent hours perfecting the products. His father would create and pack the perfumes while Adil worked on customer care, digital marketing. He invested about Rs 50,000 of his savings to start his business.

Starting with free samples, orders slowly started coming in. From 20 to 50 to 100, the Adil Qadri perfumes saw steady growth in the first year. Today, his brand sells over 80,000 orders per month and has attars, perfumes and incense sticks with an average revenue of Rs 7 crores per month.

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Today, he works out of a 10,000 square feet warehouse and office and employs 50 people. With an Instagram following of 1.85 lakh, he is the face of the brand. What worked in his favour is his never-say-die attitude and facing every challenge head on.

“I faced a lot of negativity when I started. People in my town said that big businesses are built from big towns. I was told that I couldn’t make it big because I’m not educated and don’t know English well. I never listened to the naysayers. I never stopped. No problem or challenge scared me. I wanted to stand apart and so I took the risk,” he adds.

When he felt low about his illness and not being able to have a school education, he looked at the success stories of CEOs and entrepreneurs who made it big without professional degrees. He proudly calls himself a student of life today. 

From a small town, he has managed to build a huge business selling 125 orders per hour with 30 lakh people visiting the website daily. 

“I had confidence in myself and the product. I learnt from my previous failures and knew that this would work,” he adds.

For every aspiring entrepreneur, he says that consistency is key. 

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“Update your skill set. Learn marketing and video making. Even without an MBA, that’s how I made it. Be patient and don’t compare your Day 1 with someone’s Day 1,000,” he says.

Adil is a testament to the power of believing in yourself and your dreams. You can order his perfumes here. 

Edited by Padmashree Pande

Radhika Gupta, the managing director and CEO of Edelweiss Asset Management Limited, oversees assets worth over Rs 1.2 lakh crore. Notably, she is the sole female CEO among asset management companies in India.

But what sets her apart is how she became CEO — “I asked for it!” she says.

After completing the acquisition of JP Morgan’s mutual fund business in India, Radhika told her bosses, “If you’re looking for a CEO, I’m up for the challenge.” And that’s the tale of how she became CEO at the age of 33, a relatively young age in the industry. Intriguingly, her journey with Edelweiss began when she sold her business ‘Forefront Capital Management’ to them in 2014. And three years later, she was made CEO.

However, this trailblazer was once rejected by seven firms. Unable to handle this rejection, a young Radhika, just out of an Ivy League college, contemplated ending her life. But it’s how she pulled herself up and learned to handle rejection, that makes 40-year-old Radhika’s story inspirational.

In 2018, she revealed her vulnerability in a speech titled ‘The Girl with the Broken Neck’. Today, she plays various roles — a CEO, a mother, an author, a motivational speaker, and a mental health advocate. Referring to herself as “a child of change”, Radhika is now the latest addition to Shark Tank India Season 3.

How did the young girl, who struggled to fit in at schools worldwide, gain the confidence to start her own venture and eventually become a CEO?

Fall down seven times, get up eight

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Radhika, born in Pakistan, grew up on four continents because her father was an Indian diplomat. Complications during her birth resulted in a noticeable tilt of her neck. As her family moved every three years, before the era of social media, Radhika faced judgment for her appearance — in her own words, “chubby, wore ugly braces and had big glasses.”

“Most of the children I went to school with came from rich backgrounds. They had expensive hobbies like horse riding while I couldn’t afford any, being the kid of a Government servant,” she tells The Better India.

She competed with other children to excel academically, leading her to discover Ivy League schools. She earned a scholarship for a competitive dual degree programme at the University of Pennsylvania, where she studied computer science engineering, economics, and management and technology. She graduated with the highest honours, Summa cum laude.

Even at college, she worked three jobs to support herself. In fact, her first venture was a food business where she sold rotis in college. Apart from that, she also worked as a lab assistant and teaching assistant.

When job placements came around, ‘consulting jobs’ were the coveted positions that many in her circle aimed for. Despite internships at Microsoft and working at a college senior’s hedge fund, Radhika discovered her perfect fit in asset management. Despite her excellent academic record, she encountered her first rejection, or rather a series of rejections, during the placement process.

Seven consulting firms rejected her.

After the seventh company said ‘no’, Radhika sat in her dormitory room on the 19th floor and contemplated ending her life by jumping. Her friend, who was in the same room, immediately called for help and Radhika was promptly assisted by the university.

“When you’re young, you feel like you’re the only one going through the rejections. We never talk about it. We don’t know how to deal with it. After that, I’ve faced rejection many times in life. But what has changed now is the way I handle it,” she shares.

“I’ve become open to having conversations around mental health. When we face rejections at a college or a job, we feel like it is the end of the world. It’s not. The world doesn’t end if we don’t clear UPSC or become an IPS officer or get into a Wharton or IIT,” says Radhika.

Thereon, she picked herself up and went for her eighth interview, which was at McKinsey & Company. And like any good story tells us, she got in!

From Rs 25 lakh to Rs 200 crore

After working on Wall Street for four years, Radhika decided to come to India and start an alternative asset management firm in 2009 with her husband.

“We were young, hungry, and thinking of what to do in financial services in India. We started Forefront Capital with no background and a capital of Rs 25 lakh,” she says.

She left a comfortable salary and life in the US to become an entrepreneur, which meant rough times and learning the ropes. She says that she didn’t draw a salary for the first few months as the going was tough.

Slowly, she learnt how to attract customers, deal with the regulatory requirements, and took the business to Rs 2 crore in the first year, and Rs 200 crore by the time it was sold to Edelweiss, four years later. It’s these struggles, according to the asset manager, that help her be a successful CEO today.

After the company was acquired by Edelweiss, Radhika started working for Edelweiss Multi-Strategy Funds. After she led the integration of JP Morgan into Edelweiss AMC in 2016, she thought that she deserved a promotion — that she deserved to be CEO. So she went and asked for it.

Radhika urges women to go ask for that big promotion and new opportunities because no one else can ask that for you. “At some point, we need to start asking for what we deserve. Women just don’t ask enough. Your career is your responsibility. Don’t worry about someone saying no. I felt that I was qualified and deserved it. So I went and asked, and guess what, I got the position. Even after this, I always ask for what I want. Sometimes I don’t get what I ask for, but it’s important to just ask,” says the CEO.

‘Don’t give up on your dreams’

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Radhika urges women to have big dreams and not give up on them. She shares that she embraced motherhood at 39, and manages money and diapers with equal elan. To women confused about how to manage work and home or when to have a baby, she says, “Do not fall for the debate, and do things as per your time and will.”

“My mom gave me the best piece of advice on motherhood. She told me that no mother is a bad mother. You can be poor, rich, educated, uneducated, working, not working, but not a bad mother. Another piece of advice is that motherhood is a big part of your life, and six months is just a small part of your career,” she adds.

Under her leadership, Edelweiss Asset Management Limited currently manages Rs 1.2 lakh crore. She is looking to invest in young companies on Shark Tank India Season 3.

Being part of the show, she says she feels feels optimistic about India, seeing the limitless potential of the young entrepreneurs on the show. “The real takeaway from the show for me has been the fact that young Indians are truly limitless. And they are from Tier 3 and 4 towns of the country. They are doing so much with limited resources and under difficult circumstances. I’m buoyed about finding young talent,” says the investor.

For everyone young or old, Radhika says, “Find your sky and learn to fly.”

“The world conspires to make you succeed if you want it hard enough. You can’t connect the dots but the dots start connecting. Each one of us is unique and different. Celebrate your perfections and imperfections and everything in between,” she remarks.

Your story, too, can have a happy ending.

Edited by Pranita Bhat

Of this total, 80 percent is collected, but only 22-28 percent undergoes recycling. The remaining waste is deposited in landfills, contributing to additional environmental challenges. Reports suggest that the percentage of MSW is anticipated to surge by sevenfold in the next decade, exacerbating the issue further.

These staggering figures underscore the critical problem of waste segregation at the micro level. Records indicate that a mere 30 percent of waste undergoes proper segregation, leading to recyclable materials like plastic being wrongly disposed of in landfills, where they contribute to environmental degradation.

“What I believe is that people need some kind of incentive to do something. So I decided to come up with a concept where people get a reward for segregating their waste,” says Abhishek Agarwal, the founder of Goodeebag.

Goodeebag, a Hyderabad-based waste management company, collects your segregated waste from your doorstep and provides reward points in return. Users can redeem these reward points to purchase groceries from the Goodeebag store.

The icing on the top? All these services are free of cost!

One man’s waste is another’s treasure 

Coming from a typical Marwari family, Abhishek claims that business is in his blood. “My entire family is full of successful businessmen in various fields, so for me, I had always known that entrepreneurship was my future,” he says. 

Before Gooedeebag, Abhishek had started a logistics company. “Although the business was running smoothly, I was looking for something more in my life. I wanted to do something that gives back to nature,” he says. 

“In a span of 13 years, I had expanded the business to many cities and had a fleet of vehicles too. However, I decided to sell the company and find something that aligns with what I wanted to do,” he adds.

When Abhishek was searching for his calling, he realised a persistent problem. “I wanted to do something that helps the environment, and the biggest problem I came across was waste. I narrowed it down to the micro level and found out that most households were either not aware of proper waste segregation or were too busy to do it,” he explains.

To solve the problem of landfills and waste remaining unrecycled, Abhishek opines that there was a need to find the core issue. 

“Once I had recognised the issue, a small idea sprung into my head. I started a WhatsApp group where I invited people to segregate their waste and hand it over to me in exchange for a goody,” he says. 

“And it worked! A lot of people showed so much interest and were willing to do it for a reward. It was a new and interesting concept for them,” he adds. 

This was a sign enough and Abhishek decided to expand on this idea. “A small family of people, everyday 400 to 500 gm of plastic is generated at home. There are no scrap dealers who will take that amount of plastic. I realised that this was a problem with many,” he says. 

To push people to make segregating waste a habit and part of their daily routine, Abhishek decided to give them an incentive. 

“This is how the idea behind Goodeebag came about,” he says. 

‘Something for Nothing’ 

“It is a passion for me more than anything,” he says, recalling how his friends and family reacted when he decided to start the company. 

“They were not as excited as I was. I had an existing business that was doing well and there was no need to switch. They would think that at the end of the day, it is ‘Kabaad ka business’ (scrap business). It was my passion towards nature conservation that kept me going,” he says. 

Abhishek feels that it is not just the government’s responsibility to manage waste but ours too. “The concept of giving away rewards comes from my basic understanding of human nature. We all love free stuff, don’t we? So the reward system has worked perfectly for us,” he says. 

Talking about how his company works, he says, “It is simple — we have an app which a consumer downloads. They segregate their waste and schedule a visit from the app. Our collection executive comes and picks up their waste. The consumer can go to the application and collect their reward points.” 

The application has a variety of products that consumers can buy. “We usually have household stuff and groceries which the consumers can buy for free. We deliver them to their homes within 72 hours without a delivery charge. So basically, you get something for nothing,” he says. 

There is no limit on the amount of waste you need to be picked up, and the rewards are based on the weight of the waste collected.

Once the waste is collected, Abhishek explains, “It comes to our storage units where it is segregated again. The dry waste collected is segregated into 40 categories including paper, cardboard, textile plastic, wires, metals etc. Most of the waste is plastic waste which goes to a factory where it is converted into tiles. We have collaboration with recyclers where waste goes to and apparel companies that need waste materials,” he says. 

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Nothing goes into landfills, he claims. 

So far, the company has collected 17,429 pickups and recycled about 89,164 Kg of waste. “We have 3,500 families in Hyderabad as members who regularly schedule pickups,” he says. 

Sushma from Hyderabad, who has been using Goodeebag for a while, says, “It is very hard to segregate waste on a daily basis and then discard it. But when I found out about Goodeebag, at least the discarding part was sorted. They come and collect our waste and then recycle it. The best part is that they also give us incentive points to buy groceries. The service is very smooth, and initiatives like this help us keep our surroundings clean.”

Currently present in Hyderabad, the company is planning to expand to two more cities in India. 

(Edited by Padmashree Pande)

True enough, millets are now being recognised as superfoods worldwide. In 2023, the Indian government designated it as the “Year of Millets” to underscore their numerous benefits.

However, a challenge arises due to the limited availability of dedicated stores offering a variety of millets. “In our fast-paced world, what most of us need is ready-to-use recipes, and not many producers offer a wide range of millet options. Recognising this gap, I founded my own millet startup,” says Sai Krishna Popuri, the founder of Health Sutra, as shared with The Better India.

Sai, the entrepreneur behind a millet-based brand, offers a diverse range of millet products through his startup. From Jowar Flakes to Millet Muesli and Millet Idli Rawa pre-mix, the brand aims to seamlessly integrate this superfood into your daily diet. With thousands of products sold, the brand has achieved an impressive annual revenue of Rs 2.5 crores.

‘For a healthy and long life’ 

After completing his engineering from the Indian Institute of Technology in Delhi, Sai decided to take a corporate job in the education sector. 

“While I was working a job, I wanted to get into ventureship. I had always dreamt of being an entrepreneur. I was only waiting for the right idea to come along for me to take the leap,” he shares. 

Sai recalls that while he was in college, he wanted to set up his own business and had a couple of ideas too. “While there were a lot of ideas, I wanted to do something that stood out and was benefitting the society too,” he says. 

Food startups have always been an area of interest for Sai. “Food tech has always been interesting to me. Before Health Sutra, I was working on an Indo-Chinese startup in Hyderabad,” he says. 

“Around the same time, my father was diagnosed with diabetes. The doctor recommended various alternatives such as wheat, oats, or quinoa for his diet. I couldn’t help but wonder – oats are fine, but quinoa is imported from South America. Why opt for something from halfway across the world when we have equally good options right here?” he adds. 

Wanting to find alternatives in India, he went looking for options. He met a relative who worked in the food science department at a university in Andhra Pradesh. “She was passionately discussing millets and how they are poised to become the next big thing. Millets, being deeply rooted in our land, boast indigenous qualities, robustness, and drought resistance, making them a highly beneficial choice,” he says. 

On further research, Sai realised the reason why the superfood was not as popular as others. 

“The processing technology for wheat, rice, and corn has advanced significantly. However, the same cannot be said for millets. The limited progress in milling and further processing of millets creates a situation where presenting millets to consumers in a modern context, or offering them a contemporary perspective on their traditional foods and roots, becomes challenging,” he says. 

To change the perspective towards millet and to make it more easily accessible to consumers, Sai started his research and development in 2013. 

“Our grandmas were right to ask us to include millets in our diets as they are traditionally considered to be healthy,” he says.

By 2014, he was ready with his first product. “We launched jowar porridge under our brand Health Sutra and it got a great response,” he recalls. 

Since its launch, the company has experienced significant growth, introducing a diverse range of products. These include cereal flakes such as Jowar Flakes, Ragi Flakes, and Barley Flakes, as well as seven different types of rava for idli and upma, and biscuits made from ragi and jowar.

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Making millets available to all

The brand has a good customer base in Telangana and Andhra Pradesh. Recalling people’s initial reaction, Sai says, “During that time, my goal was to offer an alternative to masala oats. The response was positive, especially from those who tried it once or twice – they enjoyed the taste. Word spread and more people began to give it a try.” 

He adds, “Interestingly, even today, companies like Soulful and possibly now Slurp Farm, no major player has emerged in this space. As a result, people still don’t have many options to explore.”

The brand now boasts an annual revenue of 2.5 crores and has a team of nine people.

While these numbers signal success, Sai emphasised the patience required to reach this point. “It’s been a slow burn for us; the industry is still nascent, and people are only now beginning to open up. Back in 2013, when I started my research, there were no avenues available. Institutes dedicated to this cause were scarce, and the technology to do simple things like making uttapam from jowar was not readily accessible,” he explains.

“However,” he continues, “Times have changed significantly since then. Now, we have dedicated institutes for research, and more individuals are investing in millet-based startups.”

The international year initiative for millets last year has undoubtedly made a positive impact. 

“However, I believe it’s still in the awareness stage rather than a point where a habit has been fully formed. People are trying, and experimenting, but it hasn’t become a daily habit like eating rice or chapati. That, I believe, will take some more time,” he says. 

The products by Health Sutra are currently available in close to 3,000 supermarkets in Andhra Pradesh and Telangana. They also ship them country-wide via Amazon.

It had been a while since P Lalitha found the benefits of millet but was looking for ideas to incorporate it into her kid’s diet. “I have been using Health Sutra’s Millet Idly Rawa for years now, it tastes so good that my kids love to eat idli. I often make sweets with this rawa. I always prefer to have my kids with zero maida snacks and the Health Sutra biscuits come in handy,” she says. 

The products are great and healthy. They have zero additives and sugar which makes them her go-to choice. 

As for the future, Sai plans to expand his products to make it more child-friendly. 

“Currently, millet products haven’t made significant inroads into the kids’ segment, particularly in high-volume kids’ food categories, which is an area we are keen on exploring further. Our focus is on making millets more digestible, palatable, and accessible at a more convenient price point. Presently, millet products tend to be a bit more expensive compared to their conventional counterparts,” he says. 

(Edited by Padmashree Pande)

“Previous generations grew up with the promise of an exciting future where If you worked hard and built a career, [the expectation was that] the future would be great. But our generation grew up with the reality of climate change, animal extinction, and severe air and water pollution. Since I was about six years old and learned about these things on National Geographic, this discomfort about a bleak future has stayed with me,” explains Angad, in a conversation with The Better India. 

Solving real-world problems has always excited him. A child prodigy from Mumbai, Angad built his first robot and a solar-powered boat at age 8, besides building a homegrown 3D printer by 13 and an e-reader (Virtual Brailler) for the visually-challenged by 15. He briefly dropped out of the schooling system because of his disillusionment with the rote learning-based state board system.  

“I found school confusing. While I was doing well academically, the rote-based education didn’t build my fundamentals which would become obvious when I’d compete in Olympiads and struggle to solve problems. At the same time as a hobby, I was building all these complex engineering projects at home on my own simply by watching videos or reading books. When I dropped out of school, my parents hired a tutor who would teach me all the same things as other high school students, while rebuilding my fundamentals. Since I didn’t have homework and was solving problems while learning the topics, I had a lot of free time to focus on my scientific hobbies.” he recalls. 

During this time, when Angad was around 14 years old, he wrote an email to Professor Ramesh Raskar, an Indian-born professor at the Massachusetts Institute of Technology (MIT). Currently, he’s an Associate Professor of media arts and sciences at the renowned MIT Media Lab and an advisor to renowned technology giants like Google and Apple.

“It’s amusing looking back at my ignorance, but I wrote to him saying, ‘You are an Indian professor and MIT brings bright young students from around the world to its campus, so why not bring on someone from India?’ Incredibly, he wrote back almost immediately and I ended up working with MIT via their India Initiative for two years building technology that could solve real-world problems in health tech. Even till this day, Professor Raskar remains supportive of my journey and has been an incredible mentor” he recalls. 

After those two years working with MIT, he went back to an IB (International Baccalaureate) school, following which he studied electrical engineering at the prestigious Georgia Institute of Technology (Georgia Tech). It was during his time in college when he decided to act on the growing problem of air pollution and began developing solutions for it.  

Today, his startup has built one of the “world’s most advanced air purification technologies” using a unique combination of electrical charge dispersion and airflow optimization-based processes – allowing particles to be charged and creating electric fields that move the particles to a collection chamber. Angad combined his background in electrical engineering, product design, IoT, process engineering, and manufacturing to create a whole new class of air purifiers. 

In short, his solution works through a network of air purifying units that can clean air within large spaces like factory floors in just minutes by mapping how the pollution is flowing on the shop floor and then strategically placing the air purifiers to capture that pollution. For example, Praan’s latest product called the MK II (‘Mach 2’) has a high purification rate of 1300 cubic feet per minute. 

Inspired by illness 

Growing up in Mumbai, Angad suffered from asthma. Every winter, particularly during the festive season, he would endure breathing difficulties due to high air pollution and his family would have to leave the city.  

“With asthma and high dust levels in the city, I would struggle to play football. I couldn’t run properly because my stamina would take a hit and I would cough constantly. But this was a reality for a lot of people living around me. Today, while I can move to a country with a cleaner environment, I can’t expect my family and friends to do the same. I couldn’t see them breathe this toxic air every day and this is why finding a solution was so important to me,” recalls Angad. 

In 2017, just before he began his sophomore year at Georgia Tech, he began working on solutions for urban air pollution but this came with some real challenges.  

“If I used Georgia Tech’s infrastructure to build my solution, as per the clauses, they would own all the intellectual property. As a result, I wouldn’t have the freedom to commercialise it as per evolving requirements. And hence, commercially, we didn’t have access to any of their labs. Also, as a result of my visa status, I legally could not register a company and start a business with a co-founder there while being a college student,” he recalls.  

“And the truth about building air purification technology is that it’s not just the purifier or the sensor you’re building, but you’re also building the infrastructure to test it in different wind, temperature, humidity, and pollution conditions. Given the lack of financial resources during the bootstrap phase, it was pretty hard to build a safe test chamber that could work in all these different conditions, provide accurate and reliable data and allow you to test with all different materials of dust, gases and pollutants,” adds Angad.  

As a result, Angad started building the prototypes of these filterless purification systems based on physics principles out of his apartment room near Georgia Tech where basic characteristics could be inspected visually. 

According to this detailed description on Praan’s website, “He would carry the prototype for 2 miles several times every week from his apartment to the on-campus makerspace to build the earliest versions of a filterless air purification system. The device first started with a paint-bucket prototype and then made it to a steel ducting system version.” 

“As he continued to work on it, more and more students around campus would find him walking across the lawn with this 5ft-tall metal structure which looked like a jet engine. Out of curiosity, they would talk to him,” it adds. 

A couple of weeks later, however, CNN reached out to him to interview for their ‘Tomorrow’s Hero’ series. Following discussions over email, they came down to the Georgia Tech campus and shot a video with him where they discussed his mission, approach and the technology he was building to address urban air pollution. CNN eventually recorded and published this article and video which went viral in no time. 

It’s important to note, however, that Angad wasn’t initially interested in building your conventional indoor air purifiers that you can install at home.  

“Despite the commercial appeal, I resisted developing a conventional indoor air purifying system. I was not thinking about the top 1% who can afford a Dyson but that child who walks to school every day or a factory worker breathing in toxic air during his/her shifts. My objective was to find something that can be done for large spaces,” he says.  

“Another important facet was not to involve filters. If I keep a filter-based air purifier at a large space in Delhi during the winter one would have to change the filter every hour. I wanted to build a filterless system, which means no recurring cost of ownership in these large spaces,” he adds. 

Power of volunteers

A couple of months after his appearance on CNN, Angad returned to India for the summer where he continued to work on prototyping the devices and testing them in India. 

As the Praan website notes, “Since this project was entirely bootstrapped with no external financing, all the prototyping was done with off-the-shelf components and built-in Angad’s bedroom and terrace in Mumbai, each prototype was hand built, cut, glued, soldered, and tested outdoors. During this process, he kept posting pictures of his progress on the internet.” 

The explanation goes on to add, “Deeptech was still new in India and hence the availability of risk capital was bleak. So Angad had to bootstrap the project and saw 30 more volunteers join him in his mission as he returned to Atlanta in the Fall 2018. This team was fundamentally trying to figure out if filterless air purification using cold plasma technology was possible and was alternatively also experimenting with bioengineering techniques for purifying air in cities.”

Since his team didn’t have an office or access to capital, all experimenting of the core tech was done in public parking lots or park benches in Atlanta during after-hours or on weekends. After a couple of months, Angad and his team of over 30 volunteers developed the first prototypes for filterless air purification devices and learned how to design test rigs for building these systems – a process they say they continue to invent and learn from even today, 6 years later. 

This was also the time when the project got the name ‘Praan’. During this time, Angad and a few members of the team even reached out to the Ministry of Environment, Forest and Climate Change in India to propose a filterless approach to outdoor air purification. Following this, in December 2018, they flew to New Delhi and demonstrated the concept for their first prototype.

“Soon after this, the conversations around Praan’s mission grew within the Georgia Tech and Emory University Campuses, leading to many more people applying to join the team of volunteers working on this mission. In a fraction of weeks, the team grew to 64 people in the Spring 2019. This was the largest volunteering team [that] Praan ever had,” notes the Praan website. 

“To develop filterless large space air purification technology, you need persons with different specialisations—mechanical designers, chemical engineers, physicists, full-stack developers and those with an understanding of power electronics and embedded hardware, among others. When I started developing this technology in my sophomore year, I knew how to build prototypes but knew nothing about fluid dynamics,” Angad tells The Better India.  

So, how do you entice student volunteers to work on your project? 

“You give them recognition on patents, which is very valuable for a third or fourth-year engineering student. And if you can give them real hands-on skills, which they are practising through that semester, they have a good story to tell to job recruiters. Plus, given my prior experience at MIT and the network I developed there, I knew senior people who worked in companies like Apple, Tesla or SpaceX. I could help introduce these volunteers to these people, saying they worked on my project. For example, Patrick Finley, the founder of Lander Challenger, went to work at SpaceX after working as a volunteer for Praan,” he says.

In the following summer, Angad returned to India with one of his Teaching Assistants (TAs) and ran further experiments at a store room belonging to his father’s company. Meanwhile, Naresh Shahani (currently a director at Praan), helped obtain an unsecured loan of $15,000 to fund the research and development. Taken in Angad’s name, this sum was eventually doubled and returned in 2021. 

Later that summer, Angad, his TA and two interns put together the prototype of what would become the MKOne Outdoor Air Purifier. The plan moving forward was that Angad would graduate in 2020, run this company full-time after graduating, and raise capital. Despite his best efforts, securing funding was a major challenge. By January 2020, investors hadn’t caught on to the potential of deep tech and the offers on the table were not satisfactory. 

Despite these challenges, he managed “to pool together some soft commitments worth $1.35M from an Indian VC fund and a few strategic angels on very bad investment terms”. As these deals were being finalised, the COVID-19 pandemic struck and everything fell apart. Yet to graduate from college, he had to pack everything up and come back to India while completing online classes to get his degree.  

But there was a silver lining. Since people were losing their jobs and internships, there were many looking to work on something that would advance their careers. Similar to what he did earlier, Angad offered recognition on Praan patents to anyone who helped develop the technology further either remotely or even as a volunteer. 

In total, Praan managed to onboard about 60 volunteers from multiple time zones who chose to dedicate about four months of their time to work on their technology.  While the hardware was built and developed out of Angad and his intern’s bedrooms in Mumbai, other volunteers from around the world contributed with their ideas and engineering drawings for their prototypes. 

According to the Praan website, there were also “design teams working on ideas for the MK One product, the indoor air purification, bioengineering, carbon capture, and software engineering products—all without any capital in the bank”.

Real funding and assistance finally came in the form of Emergent Ventures, a fellowship and grant programme run by famous economist Dr. Tyler Cowen. It gave this fledgling startup the largest grant during the lockdown period which helped them access capital to build prototypes and test rigs as well. In the next few months, they developed a working prototype of the MKOne Outdoor Air purifier in India.  

However, there was very little customer or investor interest and a negligible amount of vendors were willing to manufacture the MKOne prototype. Angad spent about five months waiting for vendors to manufacture the first usable MKOne prototype. Tired of waiting, Angad decided “to build the first MKOne prototype at a utensil manufacturing plant.”

While there were differences between this prototype and future products in terms of dimensions and finishing, they finally had a real product that they could show investors. Moreover, it gave the Praan team real confidence that they could start to manufacture this product in India.

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How does this technology work?

Both the MKOne and the more recent MK-II Air Purification systems work on similar fundamentals. 

Speaking to The Better India, Angad explains, “Particles are pulled in using fans, charged in a very confined space, immediately separated from the air stream and then pushed down using pulses into a collection bucket. Simply put, it actively pulls polluted air from the top, separates the particulate matter using Praan’s patent-pending filterless technology, collects it in a collection tray and releases cleaner air back into the hyperlocal atmosphere through the outlets.”

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“The MKOne was designed for particulate matter concentrations of up to 1000 ug/m3 whereas the MK-II manages AQI up to 40,000 ug/m3. The MK-I was designed for outdoor applications–building compounds, common areas, school compounds, and so on. The MK-II device was designed for industrial use cases—factory floors where there are incredibly high dust volumes and levels. MKOne’s triangular design was for early prototypes since that was a relatively easy shape to manufacture. However, the cylinder is the best shape to ensure that the device doesn’t topple when placed outside in high wind conditions,” adds Angad. 

MKOne was first shown to the world in December 2020. The MK-II was designed and soft-launched in December 2023, and commercially launched in July 2023. 

“MK-II has eight times the purification capacity and five times the storage capacity of MKOne,” he claims. 

Praan has also developed HIVE, an indoor air purifier. Angad claims, “The HIVE software and the EDITH AI support that Praan provides ensures that your air is always clean. Moreover, all maintenance is managed by us.”

Finally, when it comes to investors, suffice to say that Praan has thus far raised a total of $1.9 million from VCs and Angel investors ranging from the New York-based Social Impact Capital, which, among others, has PayPal co-founder Peter Thiel as a backer. Besides, they are supported by Microsoft, Autodesk and the Marico Innovation Foundation.  

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Looking ahead, Angad has laid out his blueprint for the future. 

“Praan started with the vision of making the future more exciting by ensuring that clean air is accessible to all. We will scale to make industrial, home, commercial, and outdoor products in air purification and mapping—both in hardware and AI-run software. We will also scale direct air removal of carbon dioxide outdoors and indoors for carbon credit generation and permanent storage of CO2. Our bio-engineering team has and will continue to rebuild ecosystems while ensuring greenhouse gas removal around the world,” he says. 

(You can find out more about Praan.io and their work here.)

(Edited by Padmashree Pande; Images courtesy Praan)

Over the past few years, the London-based former TV producer noticed that people started ordering in a lot of food, which led to a lot of plastic waste. She found the packaging wasteful, greasy, and unrecyclable.

A quest to find a better way to order led to her starting Dabba Drop with her neighbour and fellow mom, Renee Williams, in 2018.

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Their venture is an eco-friendly delivery business inspired by Mumbai’s famous Dabbawalas, serving home-cooked Indian and South Asian meals in dabbas (tiffins) to Londoners.

Starting from Anshu’s house, they slowly moved into a kitchen. Having grown through word of mouth, their venture went from having 150 subscribers in November 2018 to around 1,500 now.

Since the model works on a subscription basis, the duo knows exactly how much food to prepare and cook, thus ensuring zero wastage. The dabbas are then delivered on bicycles, e-bikes or other emission-free vehicles.

So far, they claim to have saved 2,03,370 plastic containers and prevented 2,500 kg of food waste through their venture.

Edited by Pranita Bhat.

If you haven’t guessed already — it’s momos!

This popular dish captivates the taste buds of children, youth, and elders alike, evolving into an emotion for many.

Reflecting on a few years ago, these heavenly pockets of flavours weren’t as readily available as they are now. Growing up with a mother who hails from the Northeast, momos were a treat that she crafted on special occasions.

It became a family affair — my mom intricately weaving the momo design, me managing the dough, and my brother always ready to dash out for any last-minute ingredients. Our family friends would even take a break from their busy schedules just to savour the taste of my mother’s special momos.

Like any other Indian household, we would discuss elaborate business plans while delighting in the tender meat filling. The common consensus — since no one else is making it, you’re destined for huge success. But while my mother was satisfied with the compliments from friends and family, someone out there was taking the business opportunity seriously.

This notable success story in the ‘momo world’ is of Shouvik Dhar, the Founder of Prabhati Foods Private Limited and Zomoz.

Zomoz harbours a unique secret — beyond simply delighting lakhs of customers with its delicious momos, it has pioneered an automated momo-making machine. “We stand as the only brand with 100 percent automated operations at our centre. Thanks to our momo machine, we’ve been able to significantly scale up production,” Shouvik Dhar tells The Better India.

Spreading the joy of momos

Born and raised in Silchar, Assam, Shouvik developed a fondness for momos from a young age. While pursuing his studies at NIT Silchar, Shouvik had no initial plans of venturing into entrepreneurship.

“After completing my engineering, I joined DRDO as a scientist. Though I hadn’t envisioned a career switch, I felt a strong inclination to pursue a master’s course,” he explains.

Following his stint with DRDO, Shouvik decided to pursue an MBA. “After completing my MBA, I realised that starting my own venture was my true calling. Before Zomoz, I ventured into several businesses, ranging from a skill training company to a tech firm,” he recalls.

Despite the success of his businesses, Shouvik desired to explore an untapped market. “Momos are a staple in the Northeast, integral to our lives. However, when I was living in Hyderabad, I noticed a lack of awareness about them,” he reflects.

“For instance, people in Hyderabad had not tasted the magic of momos! There were some vendors here and there but people did not have many good options. I could see that there might be a market there and welcome a new product,” he says.

With not a lot of competition in hand, Shouvik decided to sell his existing tech business and take the leap with Zomoz.

In 2016, Zomoz opened its first outlet in Inorbit Mall in Hyderabad. “It was our first joint. We immediately started to see an increase in the sales,” he recalls.

“I knew people who made exceptional momos, so I hired a few individuals from Northeast India and brought them here. We started the operations with a small team, and currently, we have grown to 173 people and 75 outlets across India,” he beams.

Inventing a fully automated momo-making system

Once the first outlet was opened in Hyderabad, Zomoz started gaining popularity and more outlets started springing up.

In 2017, the company was approached by a cinema chain to supply momos in all their theatres in Hyderabad, Kerala and Vijayawada. “I was happy and we readily accepted, however, in three months, we realised that our kitchens and staff are not gonna be able to meet the demand,” he says.

The obvious choice of hiring more people was there but Shouvik decided to go for something different. “The process of hiring and training felt lengthy and repetitive to me, so I decided to innovate something new. This set me on a quest to explore different types of machines used for making food items to eventually invent my own,” he shares.

Shouvik embarked on journeys to countries like China and Korea to study their practices. “I discovered various machinery, reverse-engineered many, and ultimately developed my own momo-making machine. By 2018, the machine was up and running. Currently, our company operates entirely on automated machinery,” he proudly states.

Explaining how the machine works, he says, “There’s the outer cover and the filling. In our case, the filling goes through a meticulous process from cutting to washing. Let’s take the example of a vegetable momo being prepared. All the veggies arrive in the kitchen and then the cutting process is automated. Various machines, ranging from dicing to shredding, handle this stage.”

He continues, “After the automated cutting, the veggies are washed and transferred to a cooking wok. We use an automated cooking wok — a robotic wok, essentially — to cook the filling. Multiple woks are operated simultaneously to meet demand.”

During this phase, Shouvik explains that the focus shifts to dough processing, with the dough being prepared in a vacuum dough mixer — a specialised equipment that ensures even mixing by creating a vacuum.

Once the dough and filling are prepared, the dough is fed into a forming machine, where it is taken in, and the filling is loaded onto a filling hopper.

“These machines work automatically to shape the momos. Each production line consists of three different units, and each line can produce around 8,000 pieces in an hour. Each machine can produce 2.25 lakh momos every day. The momos come out like on a conveyor belt, moving to the other end and entering the steamer. They are steamed for approximately four and a half minutes,” he says.

Following the steaming process, the momos are placed in a pre-cooling chamber and then shock-frozen. This rapid freezing process ensures the preservation of the momos. Once frozen, the momos are packed, and they have a shelf life of about nine months.

Currently, Zomoz makes more than one lakh momos every day, and the company is earning Rs 25 crore annually.

The company makes a wide range of momos including chicken momos, chicken and cheese momos, vegetable momos, paneer momos, crispy fried momos and more. Among these, 65 percent of the demand comes from chicken momos, he adds.

Yashika Rawat, a regular customer of Zomoz says, “I did not know that the momos are actually not made by a chef. Momos made by a fully automated machine sounds so absurd but I have to say that it tastes the same, or even better! My favourite is chicken and cheese momos and they always taste fresh.” 

Talking about his future plans, Shouvik says, “Tier two cities, known for their price sensitivity in comparison to tier one cities like Bengaluru, have proven to be a promising market for us. Despite the price sensitivity, our outlets in tier-two cities have demonstrated significant success. Over the next few months, or within the next year, we plan to further expand our presence in the existing cities and explore additional tier-two cities in proximity.”

Furthermore, he adds that they have collaborated with another food business to open 13 outlets in the UAE.

Edited by Pranita Bhat

Over the years, the people in the Northeastern region of the country have eked out a livelihood from this abundant forest resource. Beyond the borders, it has proved to transform the life of Bihar’s Satyam Sundaram, who was once thrown out of the school and was termed jungali (uncivilised).

In 2022, Satyam started his business ‘Manipuri Bamboo Artifacts’ where he sells eco-friendly products. Starting with selling 15 bamboo bottles on the roadside, today he sells at least 150 varieties of bamboo products — including tongue cleaners, toothbrushes, pen stands, neckpieces, engraved art pieces, lamp shades, dandiya sticks, and flasks with temperature display.

Within two years, the 27-year-old has established a customer base across the country in states like Telangana, Kerala, Gujarat, Maharashtra, and Delhi. Today, he clocks an annual revenue of Rs 25 lakh.

Overcoming namecalling like ‘jungali’ and ‘failure’

Born in Munger district’s Lakhanpur village, Satyam studied in a Government school. Every day, he would go to the school carrying books in a bora (jute rag). Later, his family moved to Purnia after his father’s transfer.

“By that time, I was seven. But, I could only get enrolled in Upper KG. My basics were not clear so I would fail a few subjects. When I reached Class 2, again I failed in 3 to 4 subjects like Maths and English. I would be termed as a failure,” he tells The Better India.

“Later, my parents enrolled me in a convent school but I was thrown out from there as I came from a village. They would call me jungali. My mother went to them to take me back to the school but she was further embarrassed by the authorities. Finally, I enrolled in a nearby school and somehow managed to clear my board examinations,” he shares.

Satyam moved to Kolkata for higher education and completed his graduation with a BCA degree. Like most youth from Bihar, he was also forced to get a Government job.

“My father works with the Bihar Police. So, I was also pressurised to get a Government job, so much so that I shed 10 kg of weight within a month. Anyway, I appeared for the state PCS examination but I failed to clear it with a low margin,” he adds.

Instead of appearing for a second attempt, he decided to pursue higher education in business administration.

Establishing a multi-lakh company

In 2020, Satyam enrolled himself for an MBA, and this was the first time, he felt he had made the right decision. “Before this, I never took a subject of my interest, be it in Class 10, 12, or graduation. Here, I became attentive in class and started raising doubts on topics. I was counted in the list of good students. MBA helped me build good communication, presentation, and marketing skills,” he says.

During this period, he also interned with companies like Britania and ITC Limited. “Only very few in our college got to work with them. I was in fact given a pre-placement offer from ITC and Berger Paints,” he adds.

But instead of accepting the offer, Satyam wanted to utilise his skills in a company of his own. “During college, I was introduced to the bamboo industry in the Northeast. That’s when I researched the kinds of products one could make using bamboo. In hindsight, I knew that I could land a job but I wanted to run a business and be the first person to set up a bamboo manufacturing unit in Bihar,” he claims.

He also observed rising demand for eco-friendly bamboo products amid the COVID-19 pandemic. “It was a perfect opportunity for me to start the business,” he says.

To kick off the business, he took Rs 15,000 from his younger brother and set up a small table on the roadside with 10 pieces of bamboo bottles. “I wanted to understand the willingness of people to buy these products. Besides, I also wanted to encourage people to adopt eco-friendly products over plastic. I would stand in crowds with posters on minimising plastic use and adopting alternate bamboo products. People would stop their vehicles to interact with me,” he says.

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A post shared by Manipuri Bamboo Architecture (@manipuribamboo)

In early 2022, he got financial assistance of Rs 8 lakh under the Prime Minister’s Employment Generation Programme (PMEGP). Along with his mother Asha Anuragini, he launched his company in mid-May, a month after his last semester examination.

Priced between Rs 10 and Rs 40,000, he currently sells his products across the country. So far, he has sold at least 25,000 units of diversified products.

Looking back to his school days, Satyam says, “The school that threw me out calling me jungali, now requests me to be their guest speaker. However, I prefer meeting rural children in Government schools and sharing my story with them. They feel connected to me and get inspired that a person like them can rise and become successful.”

Edited by Pranita Bhat. All photos: Satyam Sundaram.

Growing up in Ramgarh, Jharkhand, Aman Chhabra remembers his mother preparing delicious dishes with jackfruit, a readily available vegetable. However, now at 33 and residing in Mumbai, he noticed the absence of jackfruit in both households and restaurant menus.

“Jackfruit is not a popular vegetable choice for urban residents because it is hard to find. And even when available, cleaning and cooking it is a time-consuming task. So gradually, jackfruit lost its place in our daily diet that is now largely dominated by lab-grown food products,” he explains.

To make jackfruit future-ready, Aman decided to simplify the accessibility to kathal. To achieve this, he launched a startup ‘Kathalfy’, which currently offers 13 varieties of ready-to-eat and ready-to-cook jackfruit items — from jackfruit makhani, jackfruit tikka masala, jackfruit Malabar curry, jackfruit Lucknowi keema to products like seed flour, pickles, pancake mix, vacuum fried chips and even chocolates!

Not just your regular vegetable

After completing his graduation from Shri Ram College of Commerce, Delhi University, Aman moved to Mumbai to pursue a career in the events and entertainment industry. “In 2013, I started an event management company and it was performing well until the COVID-19 pandemic hit,” he says.

For the initial couple of months, Aman enjoyed cooking as a hobby and spent his days watching a new web series. “But I realised that I couldn’t sit idle for long. I started conceptualising ideas that are futuristic, purpose-driven and which do not get affected by a pandemic situation,” he adds.

Eventually, Aman zeroed down to the food processing industry. “With the pandemic, people became more health conscious and started switching to plant-based diets. I read about various food items that India generously produces like bananas, jamun and jackfruit. But the latter hit me hard when I found out that almost Rs 2,000 crore worth of jackfruit goes to waste every year in India,” he adds.

”At a time when people were focused on producing protein-based foods in labs, the nutrient-rich jackfruit was going to waste. I planned to work towards a better value proposition of this fruit in the market,” he says.

From founder’s kitchen to yours

Today, Kathalfy has been able to stack thousands of household pantries with jackfruit food items. Every month, the brand caters to at least 600 orders from across the country majorly from states like Tamil Nadu, Andhra Pradesh, Maharashtra, Punjab, and the Delhi-NCR region.

But this journey also came with its set of challenges, the first being conceptualising a wide range of unique food items. During the initial years of research and development, Aman met several jackfruit farmers, food scientists, and institutions to come up with unique recipes. But no one could satisfactorily help him in developing the products he envisioned.

During his interview with Shree Padre though, a jackfruit activist and journalist, he learnt how minimal processing of jackfruit could do wonders and help solve most of India’s lifestyle problems like diabetes and heart ailments while diversifying their food plates, naturally.

So without losing hope, Aman took the matter into his own hands. “I used to try different recipes and collect feedback from my friends and neighbours. After multiple trials and positive feedback, I hired a professional chef to help develop the recipes,” he says.

Finally, after three years of research and development, Kathalfy was able to launch the products in April last year, though being formally registered in 2021.

“For Indians, when it comes to food, taste is the most important factor. Hence developing products that are delectable to the taste buds while retaining their nutrients and keeping them free of artificial chemicals has always been my goal. I only wanted to sell products that my family and I would consume ourselves,” he adds.

Aman says, “Since day one, I have focussed on selling jackfruit to uplift its social status. Unlike other brands, I never wanted to term it a meat replacement product. Instead, I always promote jackfruit for what it is, which is also reflected in our brand name Kathalfy, which is Kathal plus Simplify.”

“I am glad that our customer base is increasing month on month and people once again are including kathal in their diets while loving the taste of our products. Anyway, it is just the beginning. There is a long way to go,” he remarks.

You can buy jackfruit-based products from Kathalfy here.

(Edited by Pranita Bhat; All photos courtesy Kathalfy)

Source:

Nutritional and Health Benefits of Jackfruit (Artocarpus heterophyllus Lam.): A Review: Published in PubMed Central in January 2019.

Growing up in Bengal, the largest producer of jute, Chaitali found herself on the path of promoting this versatile material. From a young age, she dedicated herself to societal and environmental causes through her organisation, the Rakshak Foundation.

Under her foundation, Chaitali initiated the project ‘Jute Story-Beyond Bars’, focusing on training prison inmates in Assam to craft jute products. Notably, she incubated a jute startup named ‘Root To Jute,’ which has successfully sold jute products globally, reaching countries such as Canada, Central Asia, and North America.

“Jute is a more eco-friendly, sturdy, and widely-available alternative, which not only benefits the environment but also adds to our cultural richness. Through my foundation, I aim to support prison inmates and promote sustainability,” she expresses to The Better India.

Capturing lives behind the bars 

Born and raised in Alipore, West Bengal, Chaitali reflects on her unique childhood memories. Her home was situated between Alipore Central Jail and the Presidency Correctional Home, an unusual backdrop that played a significant role in shaping her perspective.

“My house was in a peculiar place to be growing up near such facilities. But it made sense as my father was a lawyer,” she explains.

Chaitali fondly recalls accompanying her father to his workplace, including visits to the police station and close encounters with the imposing walls of the central jail. The sheer enormity of the prison walls sparked her curiosity, prompting her to wonder about the life within.

“As I grew up, I began watching movies that depicted life behind bars and how people exist in such circumstances. At night, as I lay down to sleep, the distant sounds of the closed zoo garden, which was also near our house, would reach my ears,” she shares.

Chaitali describes listening to the haunting roars of tigers in the stillness of the night. Simultaneously, around 11:30 pm, during police interrogations, the night would be punctuated by the chilling screams of people.

While these sounds might terrify a child, Chaitali’s perspective differs. “The noises from the police station did not instill a sense of fear but rather sympathy for them. It piqued my curiosity even more,” she adds.

Recalling what particularly led her to this path, she says, “There is one incident from my childhood that left a lasting impression on me, much like many of us who had the chance to visit our fathers’ offices as children. I must have been around five years old or perhaps even younger. On this particular day, my father took me to a courtroom.” 

She noticed a police van with people disembarking, hands restrained with handcuffs and a thick rope around their waists – the customary way the accused were brought to the courtroom in those days.

“As my curiosity peaked, I approached one of my dad’s colleagues and asked who he was. Labelled as wrongdoers, they were being taken to the courtroom to face the consequences. I stood there, observing them, while their family members rushed towards them, engaging in fervent conversations,” she adds. 

Looking at the family members’ suffering, little Chaitali felt like she should do something for them. “I was too young but I had made up my mind that I want to do something for them,” she says. 

At this age, Chaitali decided she wanted to be a social worker and chose the path of helping others. 

Taking Jute To the Global Stage 

In 2015, after several years of working with various NGOs, Chaitali laid the foundation for the Rakshak Foundation.

The foundation focuses on empowering male and female inmates and other underprivileged women.

“I began my work at the correctional home, initially focusing on spoken English. Over time, I’ve undertaken various projects, including activities such as cookie-making with women and inmates, introducing yoga (especially during the COVID-19 pandemic), engaging in woodwork, and conducting painting sessions. The array of projects reflects the diverse initiatives I’ve been involved in,” she says.

However, the project that has gained significant traction is “Jute Story Beyond Bars”.

“In India, especially in Bengal, the jute industry involves approximately 40 lakh people. We have actively engaged inmates in crafting jute products, showcasing their creations at various locations, including different chambers and events on both national and international platforms,” she says.

To train and incubate these inmates, she connected with the National Jute Board of India (NJB).

“The training program spans 45 days, and we are proud to have partnered with NJB for its successful implementation. Our initial accomplishment was the training conducted at the Dandam Central Correctional Home, benefiting the prisoners there. Subsequently, I extended the initiative by providing additional training, leading to continued production and participation in various exhibitions,” she says.

To promote acceptance and usage, the organisation implemented a practice of free gifting initially. This strategy aims to introduce people to the products, fostering acceptance and encouraging reuse in the long run.

“Under this project, we have trained about 3,000 inmates in making jute products. This project has evolved into ‘Root to Jute’. Notably, it has been incubated by the Indian Institute of Management,” she informs.

Trained and experienced, some of the inmates who have served their terms are even employed at Chaitali’s startup, becoming part of their supply chain management teams.

The startup produces jute products such as handicrafts, rugs, and handbags. Additionally, she and her foundation created the Guinness World Record for creating the largest jute bag in the world on January 7, 2021. The bag measures 30.68 m (100 ft 8 in) wide and 24.87 m (81 ft 7 in) high.

The golden fibre, however, is not very popular among the youth though.

“We offer a diverse range of products specifically designed for young individuals. One effective way we showcase these products is through fashion-oriented presentations. For instance, we feature scenarios where students, fresh out of university or college, are seen carrying jute bags. This not only generates interest but also serves as a visual platform to display the products tailored for this age group,” she says, adding that while her productions are going up, she still hopes that more people use jute.

Looking back at her journey and pondering on why she chose inmates for this particular program, she says, “People often view those involved in the correctional system as wrongdoers or offenders, carrying a mindset that they deserve punishment. However, when these individuals engage in crafting products, especially for the betterment of the environment, a shift in perception occurs.”

“People begin to appreciate the positive contributions, and gradually, acceptance grows. It becomes evident that, given a positive direction, individuals labelled as wrongdoers or convicts are capable of change,” she adds.

Find her work inspiring? Buy her products here.

(Edited by Padmashree Pande)

Petrol and diesel supplies were hampered this week after truck, bus and tanker drivers launched a three-day strike to protest a new hit-and-run law under the Bharatiya Nyaya Sanhita. This law imposes severe penalties on drivers if they flee accident spots. 

This caused an alarm among citizens amidst fears of a fuel shortage, leading to many buying fuel out of panic. At such times, if one wants to avoid waiting in line, door-to-door petrol and diesel delivery comes to the rescue. Fuel delivery platforms saw increased interest in the backdrop of this uncertainty.

Just like one orders food, you can now order fuel too. An upcoming industry, few startups provide doorstep delivery of fuel in cities like Delhi, Mumbai and Bengaluru. Indian Oil offers Fuel@Call for diesel doorstep delivery for industrial and commercial customers. Bharat Petroleum’s Fuelkart and JioBP also offer doorstep delivery for commercial purposes. 

In India, fuel delivery companies/startups have to tie up with oil companies to get permission to deliver fuel. Individual and non-registered proprietors are not allowed to transport and deliver fuel. 

If you want door-step delivery of fuel, you could try start-ups such as FuelBuddy, Hamsafar, PepFuels and Repos Energy, who are serving majorly in Bengaluru, Mumbai and Delhi-NCR but some also provide services in Hyderabad, Chennai, Kolkata, Pune, Thane, Ahmedabad, Lucknow, Kanpur and more.

How to order

All you have to do is register on the platform of your choice, download the app, provide your location and the type of fuel you want, check the price, confirm the order and choose the time slot for delivery. Some also have the option of calling and placing your order. Most of these startups provide doorstep delivery of diesel.

Edited by Padmashree Pande

This human-animal conflict has raised issues worldwide. In a country like India, which is home to some of the rarest animals on the planet, encompassing over 24 percent of forest area, the rate of wildlife crime is alarmingly high.

If we look back at our ancestors, we realise that perpetrating atrocities upon innocent wildlife has been a sport for humans. Whether hunting them for pleasure or exploiting their skin, teeth, and bones for our benefit, we have exploited them for ages.

Despite the Government implementing rules and laws to protect the wild, cases of wildlife crime remain staggeringly high. According to a report by The Hindu, in 2020 alone, there were more than 1,000 registered cases of wildlife crime. A report by The Indian Express states that in 2023, Tamil Nadu reported 150 cases of wildlife crime, while Karnataka reported 70 instances of wildlife crimes and 17 incidents of poaching.

Even with a judicial system in place for such crimes, the question of why wildlife crimes are on the rise persists. Faced with similar concerns, two tech enthusiasts, Allen Shaji and Sobin Mathew from Kerala combined their technological expertise and passion for the wild to digitally document wildlife crimes in India. This not only eliminates bureaucracy and paperwork but also expedites the delivery of justice.

Fighting wildlife crime with technology

Born and raised in Kerala, Allen and Sobin were college buddies who completed their graduation from Amalguri College of Engineering in 2016.

“Like any other engineering graduates, we were also looking for job opportunities. I got placed at a company and was waiting for the offer letter to arrive in 2016 when I realised that I might not want to do a job,” Allen tells The Better India.

During this time, he met with some conservationists who nudged him into wildlife conservation. “While most techies are into finding jobs and getting packages, I realised that the wildlife conservation sector is something that no one really talks about,’ he says.

“At that time, the techies weren’t delving into conservation, and technology was quite limited in this field. When we had the opportunity to converse with conservationists, they mentioned the lack of certain software tools. Everything relied heavily on paperwork, prompting us to contemplate introducing innovation to the conservation field.”

He continues, “I realised how there is a gap in the market. There is almost zero technology to track any kind of wildlife crime in India. So I decided to join hands with my friend Sobin who has similar interests to bridge this gap.”

And just in time, when the duo was looking to enter the field, “We were looking for opportunities in the sector and tried reaching various conservationists. We met with Mr Jose Louie, who also was from our hometown. He was from the Wildlife Trust Of India who helped us secure our first project with them. The project, named Mapper, marked the beginning of our collaboration. Upon successfully completing this project, we realised that our ideas have more potential,” he says.

In 2017, they incorporated the company ‘Leopard Tech Labs’. Currently, they have launched several products that help combat wildlife crime and have a customer base in eight countries. They inform that they are also in collaboration with different State Governments in India.

‘HAWK’ for speedy justice

After incorporating their company, Allen and Sobin began working as consultant software developers for the Wildlife Trust of India. It was during this period that they seized an opportunity to collaborate with the Kerala Forest Department.

“Working with the Wildlife Trust of India and with their support, our company was able to make HAWK or Hostile Activity Watch Kernel with the forest department of Kerala,” he says.

The Kerala forest department or most forest departments in the country relied heavily on manual records of crimes and cases. The Kerala forest department has now switched to a digital documenting process in a first-of-its-kind initiative.

“HAWK is an offence management system that includes case handling, court case monitoring, communication management, and wildlife death monitoring. This module encompasses various functions,” he explains, “Before its implementation, all processes were managed through paperwork. With the software in place, users simply input the data, and the system automatically generates reports in formats such as PDF, ready for submission to the court.”

The company has built an analytics module along with a communication module. For instance, if a question arises in the Parliament about the number of wildlife deaths in Kerala from January 1 to February. The system provides the required data with a single click and within seconds, enabling efficient analysis.

Explaining how the software works, Allen says, “Users can quickly retrieve data on specific wildlife incidents, like the number of elephant deaths from electrocution or tigers lost to hunting. The system provides data in formats such as Excel, PDF, graphs, and Google Maps, offering insights into the geographical distribution of incidents.”

Additionally, it allows higher authorities to monitor the status of cases, whether pending at the range or division level or submitted to the court. This functionality streamlines review meetings, facilitates prompt actions based on case progress, and provides speedy justice.

For this data, the company collaborates with various NGOs and Government agencies. Currently, they are in collaboration with NGOs — such as IUCN, IFaw, WTI, Kerala Forest Department, Tamil Nadu Forest Department, Mudumalai Tiger Reserve, Periyar Tiger Reserve, Parambikulam Tiger Reserve, and Species Survival Commission (SSC).

Besides HAWK, the company has several other products such as SARPA — Snake Awareness, Rescue and Protection App, Jumbo Radar — a comprehensive tool to monitor elephants outside protected areas, WildWatch — an integrated human-wildlife conflict mitigation and early warning system, and much more.

“In the realm of wildlife and human-animal conflict, existing systems often rely on paperwork, resulting in a lack of comprehensive data. Our system, however, enables tracking of crop patterns over time, facilitating the identification of periods with increased conflicts,” he says.

By generating heat maps and analysing data spanning five years, the company can pinpoint specific times when conflicts peak. “This information allows for targeted interventions, such as advising villagers to relocate or alter crop cultivation practices, thereby mitigating conflicts and promoting coexistence,” he says.

Find their work interesting? Visit their website to know more.

(Edited by Pranita Bhat)

“This tower occupies as much space as a person takes while standing. And in this small space, I am growing several plants like ladyfingers and lettuce. I harvest lettuce for my salad every single day! Next, I am planning to grow bell peppers,” Abhishek tells The Better India.

“This vertical tower is also low on maintenance. I just have to add nutrients once in 7 to 10 days. I am so happy with this product that I am planning to purchase two more such towers,” adds the software engineer.

Aeroponics is a subset of the soil-less hydroponic method. In this method, the roots of the plants are suspended in the air and irrigated with a nutrient-dense mist. Taking this concept into consideration, Lucknow-based Prakhar Agarwal and Tanay Tiwari developed a unique vertical tower to grow veggies in small spaces, suitable for small apartment balconies in large cities.

In conversation with The Better India, Prakhar explains how the aeroponic tower can revolutionise farming in cities.

Meant for balconies

Prakhar, a computer science graduate by education, was always passionate about growing his own vegetables. Other than ornamental plants, he wanted to grow veggies on his balcony but without opting for a tedious soil-based system.

“This is when I came across the soilless hydroponic and aeroponic systems. While hydroponics requires a horizontal system using PVC pipes that end up taking up a lot of space, I wanted a small setup suitable for a balcony,” says the 25-year-old.

When the school friends Prakhar and Tanay were researching more on the aeroponic system, an incident compelled them to fuel the process. “Once, I drank sugarcane juice from a street vendor and fell sick. It was so bad that I was sick for nearly four months. I knew it was high time that we grow our own food at home,” he says.

In 2020, Prakhar started working on designing an aeroponic tower along with Tanay, and together, they launched ‘Macrogardens’ – an IIT Kanpur incubated startup.

“As we wanted to optimise space, we wanted to develop something vertical unlike a horizontal PVC pipe hydroponic setup,” he says adding that finally, after working on at least 20 designs, the friends came up with an aeroponic tower that was suitable for balconies in small apartments.

Helps grow 30 times more food

Using food-grade plastic, Prakhar and Tanay developed an aeroponic tower with 32 modules. “Apartments, especially in cities like Bangalore and Delhi, do not have enough space for gardening. It allows you to keep very few plants. But with aeroponic towers, anyone can grow 30 times more produce at a 20 percent faster rate compared to a soil-based setup,” he says.

Giving an example, the engineer explains, “One would require a space of four square feet to grow two cauliflowers. But one can grow 64 cauliflowers in the same area using aeroponic towers. We have given 32 pods in one tower that allows the growth of two saplings in each pod.”

“Also, usually people worry about their plants withering away when they have to leave for vacation or on a work trip. They are dependent on their neighbours to water their plants. But our system resolves that issue as well,” he adds.

Prakhar informs that their aeroponic tower automatically sprays water on plants using a motor and a water tank that can store 65 litres of water. “With this, plants can survive for 20 to 30 days without any maintenance. And the power costs only Rs 35 to Rs 40 for a month,” he adds.

Additionally, he claims that the aeroponic tower saves up to 95 percent water compared to a soil-based system where water is lost to transpiration, evaporation, and a large surface area.

Interestingly, the aeroponic system — meant for urban residents and small-landholding farmers — allows one to grow a variety of vegetables from green leafy spinach and lettuce to tomatoes, lady fingers, cucumbers, and even tubers like radish and potatoes.

Making cultivating food easy

The aeroponic tower is priced at Rs 6,500. Along with it, Prakhar also offers seeds, cocopeat as media, and 17 kinds of nutrient mix comprising nitrogen, phosphorus, potassium, iron, and trace elements like manganese, molybdenum, and zinc.

“The only thing that users need to keep in mind is adding the nutrient to the water supply every 12 to 15 days in summer and every 25 days in winter. With our system, you also do not need to keep checking TDS and pH levels in the water. Our main purpose is to show people the ease of growing food at home,” he says.

With this, Prakhar aims to see a behavioural change among urban residents. “Food cooked using freshly harvested produce is better in its texture and flavour. Whenever I harvest kakdi (cucumber), my mother finds it juicy and soft. But generally, by the time vegetables from outside reach our plate, they lose their freshness and nutrients.”

“A large number of people want to grow their food, but with a rising population and decreasing farmland, aeroponics seems to be the future of farming. I wish for every city dweller to grow their own pesticide-free food with this system,” he adds.

Edited by Pranita Bhat. All photos: Prakhar Agarwal.

While she enjoyed her corporate career, she yearned for home. “I wanted to return home for numerous reasons and live a clean, green life,” she shared in a conversation with The Better India.

Many of us dream of leaving our corporate jobs and embracing a life in the hills; however, in reality, such a change requires great courage. Leaving behind the familiar and building something new demands a certain level of determination.

In 2013, Rinzing summoned the courage to move back to Sikkim. She embarked on a journey to create a line of handcrafted skincare products that are sustainable, chemical-free, and made using indigenous plants from the Himalayan belt.

Apagi, the brainchild of Rinzing, derives its name from the Greek word for love. It is truly a labour of handcrafted love and stands as a testament to their dedication. Additionally, the brand takes pride in being a women-led startup, contributing to efforts to attract Foreign Direct Investment (FDI) in Sikkim, according to reports. The brand is currently being valued at $1 million. 

Now, you might be wondering, what sets her brand apart? I’m glad you asked.

All Roads Leading Back Home 

While the thought of moving back home was always on her mind, it wasn’t until 2013, with the birth of Rinzing’s first child, that she took the leap.

“I was tired of living in small spaces with Delhi’s pollution all around. What I wanted for my child was to grow up in clean air, surrounded by nature and lots of space. This was the reason why I decided to move back home,” she explains.

Upon returning, Rinzing immersed herself in motherhood. “I was enjoying that period of my life and also planning to use our ancestral land to build a plastic-free sustainable homestay in Kabi, Sikkim,” she shares.

The plan was to construct wooden huts and use only sustainable materials from nature. Expanding on this idea, she discovered Petrichor, a vegan retreat in Gorubathan, West Bengal.

“They had a homestay and were teaching how to make handcrafted soaps. They used those soaps in the facility, and I took that course too. This marked the beginning of a journey I had never imagined. I really enjoyed those classes and wanted to learn more,” she says.

The class sparked an interest in her, and she envisioned making soaps for her future homestay.

“However, our plans were interrupted by the COVID-19 pandemic. We were all holed up in our homes with not much to do. I was technically free, so I expanded my research and learned more about skincare. By the end of it, I was sure of what I wanted to do,” she recalls.

In 2019, she founded Agapi Sikkim— a handcrafted, cruelty-free and natural skincare brand along with her friend and co-founder, Varsha Shreshta. 

Natural, chemical-free and made with local plants

When searching for ingredients for her products, she didn’t have to look beyond her home. Growing up in Sikkim, Rinzing often observed people using naturally growing plants to address various skin ailments.

“The plants we use have been employed for generations, passed down from one generation to the next,” she explains.

For example, when someone has high blood pressure, they might extract juice from Mugwort (a locally found weed) and consume it—a practice known to normalise blood pressure. In the case of a cut, a simple remedy involves taking a leaf, squeezing it, and applying it to the wound to stop bleeding. Similarly, for conditions like eczema, individuals create specific concoctions or preparations, continuing age-old practices that have proven effective for centuries.

These ingredients have been used for ages but are relatively unknown in the skincare industry.

“I didn’t really need specific training to know that these ingredients could work wonders on the skin,” Rinzing shares.

So, as the idea of Agapi Sikkim was taking shape in her mind, one thing Rinzing was certain of was her desire to create a line of products that harness these indigenously grown ingredients.

Rinzing uses indigenously grown ingredients such as avocado, mugwort, local varieties of aloe vera, hemp etc in her handcrafted products. 

The company has sold hundreds of products countrywide including cities like Bengaluru, Kolkata and several others in and around Sikkim. The company has a range of products which include bath salts, masks, shampoos, scrubs and essential oils. 

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Beauty with a purpose 

While designing her business model, Rinzing decided to establish a women-run business. “I conducted my first training session in Kabi. If it were cooking or baking, women would flock for a free session, but soap making was unconventional. Despite that, I went ahead with it, and to my surprise, more than 20 women showed up,” she recalls, emphasising that this motivated her to continue conducting these workshops.

Once these women are trained, some of them are hired by Rinzing, while others are free to practice on their own.

“I source their products. This way, they do not have to commit to a job and can grow at their own pace. I buy their products, and they get a chance to showcase their talent,” she says.

These workshops are provided free of cost, and Rinzing has trained 400 tribal women in and around Sikkim so far.

“The most delightful thing about this is that there is a group of 10 women who have started their own brand after taking my workshop. This way, these women have not only the opportunity to learn something new but also make a living out of it,” she says.

Rinzing also conducts workshops in rehabilitation centres. “These workshops are for people suffering from drug and alcohol addiction so that they can have an avenue of income later in life.”

She mentions that she collaborates with the government of Sikkim and self-help groups to reach women in the remotest areas of the state.

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While Agapi continues to grow as a brand, Rinzing keeps refreshing her knowledge of skincare science. She recently did an online course from Formula Botanica, an organic cosmetic formulation school in the UK.

You can buy her products here.

(Edited by Padmashree Pande)

Prime Video’s Mission Start Ab is a competitive reality series that evaluates 10 early-stage founders and entrepreneurs under the mentorship of three distinguished investors — Kunal Bahl (co-founder Snapdeal and Titan Capital), Anisha Singh (founder She Capital, founder and ex-CEO MyDala), and Manish Chowdhary (co-founder WOW Skin Science). Starting 19 December, the show aims to discover who has the potential to become India’s next unicorn.

During the course of this competition, the competing founders also face challenges featuring prominent faces from the business and entertainment world — such as Ritesh Agarwal (OYO), Rohit Shetty (Filmmaker), Riyaaz Amlani (Impresario Entertainment Hospitality), Zeenah Vilcassim (Zomato Live Entertainment), Nilesh Kothari (Trifecta Capital) and Saikiran Krishnamurthy (xto10x Technologies).

Sushant Sreeram, Country Director, Prime Video India, says Mission Start Ab stemmed from observing the evolution of entrepreneurship in the country. “While there’s a lot of conversation around financial milestones in entertainment, we wanted to create a show that not only highlights these milestones but also showcases the inspiring journeys of entrepreneurs.”

With challenging tasks and mentorship, the show aims to guide and support aspiring innovators nationwide. We decided to pick the brains of Kunal Bahl, a seasoned entrepreneur and investor on the show.

Reflecting on his entrepreneurial journey and how the startup landscape has evolved in India, Kunal tells The Better India, “The landscape for entrepreneurship has drastically changed in the last 16 years. Back then, startups weren’t really a thing — it was either running a business or having a job. But around 2015, the Startup India movement was kickstarted, putting startups on the map. Now, they’re everywhere, changing how we live, from digital payments to home services and shopping.”

Navigating the highs, lows, and realities of startup success

Right from the moment you get up to the moment you sleep, one can see how startups have made life more efficient and convenient. They’ve amped up productivity and, importantly, instilled a sense of pride by showing that Indian startups can serve the world.

“It’s not just big cities like Delhi or Bangalore anymore; startups are popping up in the tiniest towns, proving that passion and knowledge have no geographical boundaries,” says Kunal adding that his goal with the Mission Start Ab journey is to democratise this entrepreneurial knowledge.

“The tools for starting a business are available to everyone, so why limit the know-how?” he asks. “I want to showcase the real founder’s journey — the highs, lows, victories, insecurities, and the fact that success isn’t a straight path. It’s meant to inspire those on the fence about starting something of their own.”

For grassroots entrepreneurs, it’s about creating a roadmap, sharing the ups and downs, and demonstrating that success doesn’t always follow a linear path. “And that’s okay,” Kunal adds. He emphasises that in the first couple of years, new businesses face serious resource limitations. That means they often have to pick and choose what to focus on.

But there are a few crucial things they really shouldn’t overlook early on.

Firstly, he says, rushing into an idea without solid research isn’t wise. “Spending a bit of time, maybe around five percent of the total time you plan to invest to thoroughly understand and analyse the idea, is crucial. It might still not work out due to various factors, but having that strong conviction through objective research is key.”

Secondly, staying focused is super important, he adds. “Some founders try juggling multiple projects, hoping one will take off. But spreading yourself thin like that often means you can’t give any single idea the attention it deserves. Focus and discipline are crucial in the early stages.”

Lastly, building a small but highly aligned team that resonates with your values, culture, and vision is vital, he emphasises. “You can’t do everything alone as a founder or even with a small team of two. Having a cohesive team that’s aligned with your researched idea and giving it intense focus is what ultimately leads to a lasting and successful business.”

Kunal opines that when it comes to helping grassroots entrepreneurs, it’s crucial to think beyond just providing capital. Mentorship and knowledge-sharing are key resources that can make a significant difference in addressing their challenges.

Having supported over 250 startups in the past 12 years, he shares that he has noticed similar patterns of mistakes across different sectors in the startup world.

“By providing mentorship and sharing tribal knowledge, we can boost the likelihood of success for upcoming entrepreneurs. This means more startups succeeding faster, requiring less funding and allowing founders to retain more ownership of their businesses,” he says.

What can India do to help grassroots innovators become its next unicorns

Streaming services like Prime Video, with their vast reach, can play a role in this by using digital media to entertain while also imparting valuable knowledge, Kunal opines. This can inspire and motivate aspiring founders, even those in remote areas, showing them that they don’t need to come from prestigious backgrounds or attend specific meetups to build successful businesses.

Talking about the contestants in Mission Start Ab, he shares that the startup teams are brilliant and well-vetted. However, when faced with tough challenges, their weaknesses often surface. Yet, these challenges serve as invaluable learning experiences, reflecting real-life situations.

“I’ve encountered similar challenges myself as a founder, like getting stuck in traffic and being late for meetings or dealing with unexpected tech glitches during presentations. It’s these kinds of crises that founders experience — including personal hurdles like being introverted and struggling with presentations. But over time, I realised I had to overcome these shortcomings for the sake of my company, team, and investors. I turned my weaknesses into strengths by pushing myself to improve,” he says.

Kunal also calls on founders to shift their focus away from obsessing over Unicorns. In today’s context, being a unicorn, he says, often signifies high valuation. “Instead, what our country truly needs are ‘Indicorns’ — startups designed for India, where success isn’t solely measured by valuation but by the impact they make within our nation,” he remarks.

The key should be the impact these startups create within the country, not just their valuation. Valuation should simply be a result of their revenues and profits, not the ultimate goal. By releasing founders from the pressure of achieving specific valuations within certain timeframes, we can encourage them to build businesses patiently and in a way that ensures their longevity and enduring success, he reveals.

He adds that this opportunity is especially exciting for energetic, visionary aspiring founders. “Across all sectors, I’m really optimistic about what lies ahead. Lessons have been learned by both investors and founders through various cycles, leading to a sense of maturity, composure, and discipline in the ecosystem. This means we’re now building businesses more patiently, with less capital, aiming to create companies that will last for decades and even generations.”

Catalysts of Change: Mission Start Ab and the Entrepreneurial Mindset

As Prime Video, Sushant says their focus has always been on offering a diverse range of entertainment. Over the last seven years, especially this year, he says they have expanded their slate with an unprecedented number of around 25 originals, showcasing a remarkable diversity in content.

“This philosophy extends to our unscripted programming too. This year, we’ve had a busy run with documentaries and shows that delve into different realms, including the entrepreneurial ecosystem,” he informs.

For the show’s success, we aimed to bring on board investors who not only have a strong financial background but are also passionate about nurturing the ecosystem, he adds. Mission Start Ab focuses on simulations that address pitching products, convincing sceptics about business models, building talented teams, and more. It’s not just about financial input but also about mentorship, says Sushant.

He further emphasises that collaborating with the Principal Scientific Advisor’s office was pivotal for Mission Start Ab. Initially, they aimed to create something fresh, celebrating the entrepreneurial journey in our country. So this collaboration guided the team through various iterations of the show’s format, exploring what aspects to focus on — be it fundraising or a day-in-the-life format — to best showcase entrepreneurship, informs Sushant.

“Their support was crucial in identifying grassroots entrepreneurs for the show. These aren’t just innovators working on minor improvements; they’re creating foundational solutions with broad-reaching impact. We scouted around 1,500 to 2,000 ventures and directly engaged with nearly 200 before finalising the selection of 10 diverse ventures for the show,” he says.

Sushant informs that their goal was twofold — offer great entertainment, but also trigger something deeper within the audience.

“Like any impactful entertainment, we aim for the show to inspire, provoke thoughts, and instigate action. Our measure of success for Mission Start Ab is not only delivering entertaining content but also inspiring the creators and entrepreneurs of tomorrow. If we achieve that, we’d consider our concept a success,” he says.

When asked how Mission Start Ab is different from other shows championing entrepreneurs, Sushant says, “There’s been a surge in support systems like incubators, a stronger financial ecosystem, and mentoring platforms, all contributing to nurturing entrepreneurship in the country. There are other shows also contributing to this cause. But what sets our show apart is its focus on celebrating the entire entrepreneurial journey, not just the milestones.”

Kunal chimes in, “With the show, we aim to broaden the perspective for Indian founders. We want to show them the startup journey, and the challenges it entails, and ask if they’re ready for it or what steps they need to take to prepare.”

It’s about opening up the view for aspiring founders who might be sitting on the fence, not lacking in intelligence, hard work, or integrity, but just needing that extra push, that spark to kickstart their mission.

“It’s an amazing time to be alive here in India. From being a top global economy centuries ago to now on the brink of reclaiming that position after 350 years, it’s exciting because this is not something we are anticipating for future generations, but it is happening right now!” he remarks.

(Edited by Padmashree Pande)

The Better India brings to you a list of impactful startups that owned the year!

1. JioVio Healthcare

Madhurai-based Senthil was an electronics and communications engineer who has worked with companies like Samsung and Qualcomm for almost a decade. However, when his sister got pregnant, he realised that there existed a huge healthcare gap for pregnant women in rural India.

In rural areas, about 54 percent of mothers attend the recommended visits, compared to 68.1 per cent in urban areas. To address this gap, he started JioVio Healthcare, an IoT-based maternal healthcare startup that provides early risk monitoring services at home.

Since 2019, the startup has catered to more than 30 lakh mothers from 14,328 villages in Tamil Nadu, Karnataka, Maharashtra, and Kerala. Through their 1,000-day programme, he has helped more than 7,000 high-risk pregnancies so far.

2. Dharaksha Ecosolutions

While thermocol is a known guest at birthday parties, school exhibitions and craft classes, not many know the harmful effects it has on the environment. Arpit Dhupar, a 30-year-old IIT graduate and engineer from Delhi is attempting to change this reality with a new biodegradable material.

With his startup Dharaksha Ecosolutions, he innovated biodegradable packaging material out of crop stubble waste. Each piece of the material produced, says Dhupar, “prevents 250 tonnes of thermocol from going into landfills”.

He has procured over 250 tonnes of paddy stubble from 100 acres of farms in Punjab and Haryana, wherein the farmers are paid Rs 2,500 per acre.

3. Banyan Nation

Plastic waste has been a mounting problem for many growing nations. While many startups in India have been bringing innovative alternatives to plastic, there is a Hyderabad-based startup that converts produce premium-quality recycled polyolefin plastics (PE and PP). This can be used in quality packaging applications such as shampoo, detergent and lotion bottles.

Co-founded by Mani Vajipey and Raj Madangopal, it was at Columbia Business School, where Mani, who was pursuing an MBA, came up with the idea for Banyan Nation. He found that except for water bottles, he knew that most plastic waste in India was downcycled.

The startup has produced over 300 million FMCG bottles from recycled plastic in the past year for major clients like Hindustan Unilever, Shell, HPCL and Reckitt. They also recycle 1,000-1,200 tonnes of plastic waste per month at its recycling facility in Hyderabad.

4. AgriVijay

Vimal realised that while there are innovations available, there is no space for farmers to understand how the technology works and buy them. To bridge this gap, the idea of AgriVijay was born.

Additionally, he wanted to increase the income of farms and farmers by cutting down dependency on expensive fossil fuel products and preventing climate change. Based out of Pune, the startup is the first marketplace of renewable energy products for farmers and rural households.

AgriVijay offers more than 200 types of green energy types of equipment — including solar water pumps solar inverters, biogas digesters, solar water heaters, solar cold storage, and solar dryers.

5. Karya

Specialised AI, such as Chat GPT, primarily uses English due to the abundance of text and audio data available. However, there is a growing need for databases containing languages spoken in India other than English.

Tapping this need, Manu Chopra started ‘Karya’ which collects and sells such data in different languages to its clients. The approach to the collection of data is what sets the startup apart. After covering its costs, the profits from these sales are channelled directly into the accounts of the workers, Manu informs.

These workers are from rural India and the startup is giving them a chance to earn a second income by working from their homes. With only three years in business, the company has made a substantial impact. So far, they have worked with 32,000 people from rural Indian in 22 states such as Maharastra, Karnataka, and Gujarat.

6. Gud Mom

Sharmila Jain’s list of achievements encompasses years of dedicated efforts to bring nutrition to rural India, establishing a non-profit organisation, and creating her millet-based brand ‘Gud Mom’.

The catalyst behind all these endeavours was a pivotal NCRB report that forever altered her perspective. The report, released in 2006, revealed a distressing statistic — 17,060 farmers in the country died by suicide, with 1,427 cases reported in Maharashtra alone.

This revelation profoundly affected Sharmila, a successful lawyer in Canada. Motivated by a desire to make a positive impact on the lives of farmers, she decided to return home and contribute to their well-being.

Through her NGO and startup, Sharmila has positively impacted over 1.5 lakh farmers across five states, helping them generate a consistent income. She imparts knowledge on various avenues for making and saving money — including cultivating exotic vegetables like zucchini and practising water conservation through the cultivation of millets such as ragi, jowar, and proso millet.

7. The Goodfellows

Backed by Ratan Tata and founded by Shantanu Naidu along with Niki Thakur and Gargi Sandu, the startup serves as a safe haven for senior citizens. The trio, inspired by their love for spending time with their grandparents, aimed to create something special for seniors, affectionately referring to them as ‘Grandpals’.

Established in 2021, the company’s primary goal is to offer companionship and various forms of support to senior citizens. The young team members, who act as companions, are affectionately called Goodfellows.

With over 65 Goodfellows between the ages of 18 and 24 as part of the team, and impacting the lives of over 400 Grandpals, the trio envisions a future filled with hope.

8. Bihart

When Sumati Jalan left her home in Bihar, she faced the typical stereotypes that people from the state often encounter. She frequently heard comments suggesting that she didn’t ‘look’ Bihari in a complimentary way.

Motivated by a desire to challenge these stereotypes and contribute positively to her home state, Sumati returned and founded ‘Bihart’. Currently, she collaborates with 15 full-time employees, along with a network of 18 artisans and 12 weavers.

Together, they create a range of products including kurtis, crop tops, tote bags featuring applique figurines, handmade Sujani dolls, and extra weft cushions.

Bihart has achieved a monthly sales revenue of Rs 1.5 lakh, and the brand has established its presence in stores located in Goa, Bengaluru, Delhi, Udaipur, and Rishikesh. The majority of sales are concentrated in cities like Bengaluru, Mumbai, Pune, Hyderabad, Chennai, and Goa.

(Edited by Pranita Bhat)

Installed on water bodies such as dams and reservoirs, this piece of technology can restrict evaporation loss up to 70%—a feature particularly important in water-scarce regions. These floating solar plants are gaining prominence as the third pillar of solar installations, complementing the well-established domains of rooftop solar and ground-mounted solar plants.

Speaking to The Better India, Pankaj Kumar, co-founder and director, says, “Quant Solar Technologies was established in 2016. The inspiration behind founding this startup was driven by the need to contribute to India’s economic development and address environmental concerns associated with traditional energy production. The motivation was to pioneer innovative and sustainable engineering solutions in the field of renewable energy.”

“Our innovative startup isn’t just about clean energy but also about conserving water by containing evaporation; saving precious land for better utility, improving power generation due to the cooling effects of water and many more. This is a monumental leap towards environmental sustainability. With thousands of reservoirs and big water bodies in India, the potential is enormous and the opportunity to make an impact is incredible,” he adds. 

Perks of floating solar plants

Siddhant Agarwal, co-founder and director, claims, “The decision to focus on floating solar plants was motivated by their unique advantages. They save land, conserve water, and offer increased energy generation of power due to the cooling effect of water underneath the photovoltaic module, among other benefits. Unlike rooftop or ground-mounted solar they are installed on water bodies, reducing evaporation loss by up to 70%. This technology efficiently contributes to national solar goals while leaving zero footprint at the end of the project lifecycle.”

Siddhant goes on to add, “In steering through the landscape of clean energy, Quant Solar has also introduced a wide range of products embodying our dedication to innovation within the floating solar sector. We firmly believe that these advancements will not only fulfil the growing energy needs but will also make substantial contributions to environmental conservation.”

On the subject of environmental conservation, Pankaj elaborates, “Floating solar plants play a crucial role in water conservation by acting as a protective cover over the water surface.” 

“This unique design serves as a shield, reducing the direct exposure of sunlight to the water below. The significance of this lies in its ability to limit the absorption of heat by the water, effectively curbing the rate of evaporation,” he explains.  

In simpler terms, when sunlight directly hits the water, it causes the water to absorb heat, leading to an increase in temperature and accelerated evaporation. Floating solar plants intervene in this natural process by providing a barrier that prevents excessive heating, and subsequently reducing evaporation. The importance of this feature becomes evident in its multifaceted benefits, according to Siddhant. 

“Firstly, by mitigating evaporation, these floating solar plants contribute significantly to the conservation of water bodies. This is particularly vital in regions facing water scarcity or where water is sourced for various essential purposes,” he explains.  

“Also, the reduced evaporation facilitated by these plants helps maintain stable water levels in reservoirs, ensuring a consistent and reliable supply of water for diverse needs. Additionally, the ability to conserve water aligns with principles of sustainable resource management, ensuring that water resources are utilised judiciously and sustainably. Beyond immediate benefits, the conservation of water bodies positively impacts the environment by preserving aquatic ecosystems, supporting biodiversity and maintaining ecological balance,” he adds. 

In essence, the innovative design of floating solar plants not only harnesses clean energy but also actively addresses environmental concerns by promoting responsible water usage. 

“This dual-purpose approach contributes to the sustainable management of water resources, making these solar plants a valuable asset in the journey towards a more environmentally conscious and resource-efficient future,” claims Pankaj.

Speaking to Mercom India in May 2023, Deepak Ushadevi, MD and CEO of Ciel & Terre India, said, “We do not face any issues with water bodies in India. According to data, we have 5,534 dams and reservoirs available. Even if we use only 40% to 50% of them, we can generate over 200 GW of power from these projects. In addition, we have backwaters and both manual and non-manual reservoirs, providing us with plenty of options. We can optimise capacity utilisation by considering dams and reservoirs for floating solar and natural hydropower.”

In the interview with Mercom India, Deepak went on to claim, “Looking at it from a cross-functional perspective, ground-mounted solar structures require the use of purlins and rafters, along with piling work. On the other hand, we need to use anchoring, mooring and hearing anchors for floating solar projects to withstand high winds, depths, waves, currents, water level variations, droughts, floods and more. It is the most expensive part of the project. However, we also get extra generation capacity over 25 years, which offsets the additional cost.”

But what is the average cost of power for floating solar projects? 

“The average power cost is around INR 3.15 (~$0.038)/kWh- INR 3.3 (~$0.040)/kWh, which is the PPA (power purchase agreement) signing-off rate. However, some variations may be based on the availability of modules, BCD (basic customs duty), ALMM, (approved list of models and manufacturers), and other factors that affect transactions and cause minor delays. The cost difference between ground-mounted and floating structures is only 7-10%, with the latter being slightly more expensive due to its technology. However, over time, the cost difference will be offset by savings in operation and maintenance costs,” said Deepak.   

Growing presence

Since its inception, Quant Solar has worked with multiple public sector enterprises, state government bodies and private companies. It has also delivered India’s first megawatt scale floating solar plant of 2 MW capacity installed in Mudasarlova reservoir located in Visakhapatnam in 2018 and one of the world’s largest Floating Solar Plant of 36 MW for NTPC.

Thus far, Quant Solar Technologies has commissioned close to 15 individual floating solar projects across states including Andhra Pradesh, which has the highest number, West Bengal, Karnataka, Assam, Bihar, Maharashtra and union territories like Chandigarh.

The potential is massive. According to a report by a New Delhi-based think tank The Energy and Resources Institute (TERI), India’s reservoirs cover 18,000 square kilometres with the potential to support 280 GW of floating solar plants. 

Having said that, installing these floating solar plants comes with its challenges. These include engineering for specific environmental conditions, ensuring stability on water and addressing issues related to aquatic ecosystems. Maintenance involves regular checks for the impact of weather conditions, water quality and the overall structural integrity of the floating platforms.

On the subject of aquatic ecosystems, critics believe that these solar plants could potentially prove problematic in the long run. Speaking to Mongabay India, TV Ramachandra, coordinator of the Energy and Wetlands Group at the Centre for Ecological Sciences, Indian Institute of Science (IISc), said, “For an ecosystem to function, its structure should be left intact. Spatial extent of the solar panels can alter the amount of sunlight entering the system.”

“This can interfere with various levels of [the] food chain and biogeochemical cycles (water cycle, carbon cycle, nitrogen cycle) of the aquatic ecosystem. Floatovoltaics is an ad-hoc solution, which will prove to be unsustainable in the long run,” he added. 

Funding and support

For the most part, Quant Solar claims to focus on in-house design, engineering, and research and development capabilities for key components like the floating platform, solar panels, anchoring systems and the electrical system. “While the company develops many components locally, some specialised components may be sourced globally based on specific project requirements,” notes Pankaj while speaking to The Better India.

The start-up has also strategically aligned itself with global leaders by joining a consortium led by Det Norske Veritas (DNV), “a globally leading quality assurance and risk management company”, in the Netherlands. According to Siddhant, this strategic collaboration cements Quant Solar as a key player in shaping global standards for floating solar plants.

“Regarding funding details, we regret that specific information cannot be provided directly at this time. However, the investors in Quant Solar Technologies include IIT-Guwahati and Union Bank of India. The consortium led by DNV in the Netherlands has played a pivotal role in our growth as a venture. This strategic collaboration has allowed us to align ourselves with global leaders in the clean energy sector. Being part of this consortium has not only expanded our network but has also facilitated access to cutting-edge technologies and industry expertise,” he says.

“It positions Quant Solar as a key player in shaping global standards for Floating Solar Plants, showcasing our technical prowess and making impactful contributions to the industry,” he adds.

Meanwhile, speaking about Quant Solar Technologies, Professor Senthilmurugan Subbiah, chairperson of the IIT Guwahati – Technology Incubation Centre (IITG-TIC) said, “Quant Solar isn’t just an emerging start-up. It is making significant contributions to environmental sustainability.”

(Edited by Padmashree Pande; Images courtesy Quant Solar Technologies)

Though he passed soon after, his words remain etched in Shantanu’s memory. On days he needed to be reminded of the startup’s larger purpose, they served him well. 

Tracing back to how it all shaped up, he credits a natural affinity for the “silver-haired, gold-hearted people” as he fondly calls them. “As soon as I enter a room, I tend to gravitate towards the senior citizens,” he says. 

In 2021, determined to alchemise this love into something concrete, Shantanu put out an Instagram story which advertised the idea of connecting the elderly folk of Mumbai with the city’s youth.  His DMs (direct messages) were soon flooded with responses. Two stood out for their enthusiasm. 

Niki Thakur and Gargi Sandu seemed equally passionate about Shantanu’s idea. As the latter brainstormed with them, he was oblivious to the fact that he had just stumbled upon his two co-founders. 

And time ticked fast. 

Today, as the three chat with The Better India on spearheading a model which is one of its kind, they talk about the numerous facets that accompany running a business of this scope. But their varied expertise is a bonus. 

Each of them brings to the table something unique — Gargi with her background in corporate law, Niki with a background in filmmaking and Shantanu who is the general manager at the office of Mr Ratan N Tata. 

Together they envision a social venture with the potential to change the lives of millions of elderly across India. 

Rekindling unique bonds 

Senior citizens are quick to pick up on the energy of people around them; Shantanu’s interactions with elderly neighbours and relatives led him to this conclusion. So, when it came to designing ‘The Goodfellows’ model, the three decided to bring together two polar opposite generations. 

This would ensure the elderly were surrounded by fun and lively youth. “We wanted to create a rich mix,” explains Shantanu. 

With this crux in place, the beta phase of The Goodfellows model was rolled out in August 2021. 

The spirited and empathetic youth members are called ‘the goodfellows’, while the elderly who require assistance with tasks or companionship are referred to as ‘ the grandpals’. 

Niki, who was a goodfellow during this phase, and also an integral part of designing it, says, “We wanted the bond between the grandpal and the goodfellow to be similar to the relationship shared between a grandparent and grandchild. We asked people we knew to nominate senior citizens looking for company.”

Initial scepticism about whether the model would work was soon replaced with confidence. 

Speaking about her own experience of being a goodfellow, Niki calls it transformational. “Dadu  (the senior citizen she was paired with) loved watching movies and plays. We had a lot of shared interests.” 

Losing his wife during the COVID-19 pandemic meant Dadu was lonely. But he soon had company to look forward to. “Sometimes he’d ask me to accompany him to watch a play. Other times he’d want to go on a walk,” shares Niki, who loved obliging. 

Having grown up without a grandfather herself, she came to cherish the relationship she formed with Dadu. “He still introduces me as his granddaughter when we go out,” she smiles. 

Along with Niki, the beta phase saw numerous other youths also build special bonds with the grandpals assigned to them. In August 2022, after a year of success, The Goodfellows was formally launched. 

Are you looking to be a goodfellow? 

What’s fascinating about the social venture is the human approach to everything they do. Artificial intelligence (AI) has no place here. And rightly so. 

Shantanu, who leads the recruitment and pairing process, says, “AI wouldn’t be able to pick up on nuances during the introductory visits to the grandpals’ homes. There is a lot to be taken note of apart from the circumstantial and demographic parameters. This takes a keen eye.” 

“Sometimes we see these senior citizens repeating a piece of information frequently. Other times they stop mid-sentence attempting to hold back saying something. These parameters are evaluated during our visits,” Shantanu adds, who then works with the team to come up with a basic character frame. 

The grandpal is then paired with a youth who shares the same interests as them. This part of the process too is highly meticulous. “After all, the goal is not to simply fulfil the need for basic companionship but rather to make it a rich experience for both,” notes Shantanu. 

In addition to companionship, the model also necessitates that the goodfellow be available when errands need to be run.  

Gargi pitches in here saying that these errands could include absolutely anything a grandkid would do. “Some grandpals feel intimidated to go to their doctor’s visits alone. Most of us youngsters too, feel the same. So you can only imagine how isolating it must be for them.”

“Other grandpals might just need someone to have lunch with them because they don’t want to do it alone. Others might need help with shopping errands or travelling by public transport,” she adds. The tasks could be both trivial or vital. 

For instance, one of the goodfellows, Soham Pawar (24) recounts having an adventure with his grandpal looking for sandals. “I noticed he needed new slippers and decided to drag him into a shopping spree.” Though hesitant at first, the latter soon joined Soham and the duo spent three hours in pursuit of the perfect pair of sandals. 

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“Even though our mission didn’t exactly end in victory, I look back on that day with a smile, thankful for the chance to help kaka and create some awesome memories,” Soham laughs. 

While some meetings the duo spend together are filled with fun, other times they are educational. As Aarohi Sawant (23) recalls, “Kersi uncle has been my grandpal for the last five months. We genuinely look forward to hanging out. He’s had his fair share of tough moments, but he swears on focusing on the beautiful bits. He has inspired me to hold onto the moments that make life happy.” 

It is heartening to watch the bonds fostered between the two generations. But this also means grief when a goodfellow loses a grandpal. “But this is what makes the bond even more special,” says Gargi. “The joy or sadness of someone’s final years depends on the goodfellows.” 

She adds that when one of the grandpals passes, the goodfellow is encouraged to take time off for their mental health. “There are also counsellors and psychologists on board who help.” 

This also gives an idea of the sheer responsibility of the goodfellows work — a reason behind the stringent recruitment process. While a sea of applicants apply, only a handful are selected. 

Shantanu interjects, “In other jobs, the recruiters entice you. But I do the opposite. I give them a blunt lowdown of the whole responsibility that they will have. I then ask them to think it over and come back with an answer.” This ensures that every goodfellow who is part of the team knows what they are signing up for. 

Adding life to someone’s days 

Mukund and Madhavi Sule, a couple in their seventies, say that the highlight of the week is their goodfellow Rupesh visiting them. Ever since Mukund was diagnosed with Alzheimer’s, Rupesh has been a constant support to the couple. 

“It is with him that Mukund is happy, engaged and willing to live life with fun and mischief. We can trust Rupesh like our own child! Mukund looks forward to Rupesh’s arrival and anticipates their sessions together!” Madhavi shares. 

Whether it is writing out passages from the Bhagavad Gita and chanting shlokas, or playing the keyboard together, Mukund and Rupesh are a riot together. 

Meanwhile, another grandpal, Rati Dady Wadia (81) calls herself the “luckiest lady in the world”. 

The reason she says is her brilliant goodfellow. “She’s tech-savvy and is writing my memoirs. She is intelligent and shows a keen interest in helping me write my book. I often forget what I have written and every time I repeat, my goodfellow remembers and corrects me immediately.”

These stories are what keeps Shantanu, Gargi and Niki going. With the advent of nuclear family models, the elderly are often left alone with only the festival visits to look forward to. But this unique initiative is bringing hope to many.  

“We’ve come across so many grandpals who tell us they feel alone. Aside from a few utility people, the bell never rings. But our model is now changing things. They are hopeful and excited on the designated days of the week. They look forward to the bell ringing,” says Niki. 

With over 65 goodfellows aged 18 to 24 part of the team, and over 400 grandpals being impacted, the trio sees the future as one filled with hope. 

With every step they take, Mr Punjabi’s words ring loudly in their ears. “We’re looking to turn the world around for many people with what we are doing,” Shantanu concludes. 

Edited by Padmashree Pande.

However, he struggled with bonding with her in the beginning. “She was so tiny and couldn’t speak. I didn’t know how to bond with her. That’s when I realised that games and books are interactive and provide an opportunity to spend hours with her,” he recalled in a conversation with The Better India.

Thus began the hunt for games and toys that not only helped him bond with his daughter but also contributed to her cognitive development. During this search, he realised that not only are these toys and games hard to find, but they can also burn a hole in one’s pockets.

“Another realisation was that it is very hard to make toys eco-friendly. There is some amount of plastic always present and it is harmful to the environment and the little ones,” he says. 

While he aspired to give his daughter the world, he also endeavoured to leave behind a cleaner, greener, and more sustainable world for her. Today, he owns The EleFant — a toy rental company, or in Sourabh’s words, ‘a labour of love’.

The company has a customer base in 14 major cities in India, including Delhi, Mumbai, Chennai, Indore, Bengaluru, etc. Curious about how the business works and how you can rent toys for your kids? Read on. 

Sustainable, age-appropriate and fun 

Born and raised in a business family, Sourabh always had an entrepreneurial mindset. Despite working as a chartered accountant for most of his life, he harboured a persistent interest in starting his own business.

“The idea for EleFant emerged from the desire to provide the best toys for my daughter, but it’s also a brand for parents like us,” he explains.

Amid changing family dynamics, Sourabh observed the increasing challenge for parents who juggle work and home responsibilities simultaneously. “Most of the time, I would be working, leaving little room to go out and search for toys. I wanted to simplify one thing for working parents like myself,” he says.

The transition from the corporate world for Sourabh was gradual. “The idea began taking shape in my mind in 2022, but I wanted a solid plan of action. I aimed to offer parents a reliable service and an effective subscription model,” he adds.

Sourabh also emphasised the importance of ensuring that the toys provided to children are not just enjoyable but also engaging and educational. “As a parent, I understand how crucial it is for kids to have the right environment at the right time to encourage them and help them grow,” he says. 

In pursuit of this concept, Sourabh enlisted the expertise of a psychologist, a paediatrician and an ex-school principal to discern the types of toys that would be most beneficial for children.

“After nearly a year of developing the concept and ensuring that all our toys meet the highest quality standards, we decided to launch the brand,” he states.

Currently, the company has a customer base of more than 250 subscribers with over 2,000 downloads of the application per day. They also have collaborations with 70 toy companies where they source their toys. 

Among these 250 subscribers is Rahul Bhauwala from Mumbai who rents toys for his 6-year-old. “I am a working professional and I hardly get any time to go out and spend hours looking for and buying toys. I could use that precious time to play with my child instead. This is why I love using The EleFant app. They have a wide range of toys which are categorised as per age. The products are very well-packaged and my son loved opening them as it looked like a present to him,” he says. 

“We aim to establish a circular economy where toys are reused repeatedly. This not only cuts costs but also benefits the environment. Considering how quickly kids outgrow things, toys often end up in landfills,” he explains.

Pocket-friendly for parents and fun for kids

While the habit of reusing and thrifting might have started trending recently, if we look back to our childhood, sharing children’s belongings has always been part of our culture. 

“We would pass down our toys and clothes to our chachi, mami’s (aunts) kids. However, with the nuclear family setup, this trend has declined. I think it was this practice that has made people place their trust in us too,” he says.

Recalling the initial reaction of the people he says, “The parents were very delighted and showed encouragement. While they were a little sceptical of sanitation since these products will be reused, I explained that we have a sanitation process and every toy that reaches their kid is safe for consumption,” he says. 

Additionally, the librarians and toy experts of Sourabh’s team are all parents who understand the need for sanitation and hygiene of the products and make sure they are properly sanitised. 

“Our content is exclusively focused on knowledge, growth, and development. We firmly believe in the crucial role of toys and books in enhancing children’s skills. Currently, we offer a diverse range of 14 toy categories,” he says talking about the process of subscribing to The EleFant. 

The categories include STEM-based toys, board games, art and education, pretend play, sound books, educational books, and more. 

“The skills we focus on encompass modal skills, gross motor skills, physical and emotional development, as well as social, environmental and relationship understanding, among others,” he says. 

The registration process involves downloading the app, and once online, they can proceed to become a member, they can choose from the available packages.

“We offer three plans: Garden, Estate, and Forest. The Garden plan allows for two products at a time with two free deliveries per month, costing approximately Rs 750 monthly. This plan suits families with kids deeply engaged in specific activities. The Estate plan, our most popular, provides three products at a time and three free deliveries monthly, averaging around Rs 1,000, catering to curious kids eager to explore new things,” he says. 

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The Forest plan is ideal for super energetic kids or families with two children of different age groups, offering four toys at a time with five free deliveries at an average of about Rs 1,400 per month.

‘These plans are well-defined, economical, and affordable, allowing customers to enjoy a variety of toys tailored to their preferences,” he adds. 

Sourabh says that he wanted to make a business that caters to all. “Our intention was not solely to cater to an elite club, making it an expensive and exclusive service. Instead, we aimed to provide an opportunity for everyone to give their children everything in a sustainable manner. The value is kept this way, emphasising inclusivity and accessibility for all.” 

If you wish to try out Sourabh’s unique subscription model, click here to down the application. 

(Edited by Padmashree Pande)

As Kalpit Veerwal — famous for scoring a perfect 360/360 in the JEE Mains 2017 exam — recalls that moment in time, he terms it “life-changing”. Although flustered, he felt he knew his attitude determined everything.

“I set my pen down and closed my eyes. I recalled all the exams I had ever attempted. It reminded me of how in the past few years I’d risen from a nobody to a ranker. Then, I picked my pen up and started solving again.” 

How the next one and a half hours went by is a blur in Kalpit’s memory. But when the bell went off, he was done with every question. 

From that day to the present, the 24-year-old Udaipur native’s journey has been nothing short of unconventional. Ask him his closely-guarded secret to success and he smiles, “There isn’t one.” 

A journey of relentless hard work  

Growing up in a middle-class home, Kalpit says education was given prime importance. His father, a nurse, was adamant that his sons should have access to resources and opportunities that he had missed out on. 

As Kalpit recalls, “My father was from a very simple background. But even then, he was one of the first people in his community to get educated. He had big dreams of becoming a doctor, but medical coaching wasn’t easy in those days. He went on to become a nurse instead.” 

As Kalpit prides himself on having a BTech degree from IIT Bombay — one of the most sought-after institutes — he credits his father for always having his back. 

With education being put on a pedestal in the family, Kalpit’s tryst with competitive exams began at an early age. The first of these was in Class 7. 

Not only did he do exceptionally well but got a scholarship too. Unbeknownst to him, it was these successes that paved the way for his incredible performance in the JEE Mains.  

Every attempted competitive exam served as a bounce board that propelled him further. Physics and Mathematics were topics he thoroughly enjoyed. Pursuing concepts and digging deeper into them came naturally to him. 

“I had no intention of giving the JEE exam when I was in school. But, with all the extra studying I did, it dawned on me that I had already completed the JEE Physics section by Class 9!” he shares. 

Looking back at the trajectory, he says his curiosity and willingness to look beyond the textbook stood him in good stead. He cites one such instance, “In Physics, there is a concept known as the ‘Theory of Relativity’. It wasn’t in the Class 11 syllabus which I was studying at the time, but regardless of it, I studied it. I also ended up deriving the equation for the equivalence of electric and magnetic fields. I did it purely out of interest.” 

So, you can only imagine Kalpit’s astonishment when one of the questions in the JEE Mains was on this theory. He smiled to himself as he went on to derive the equation. 

An attitude to learn coupled with an enthusiasm for the subjects has been Kalpit’s driving force. He credits this duo with keeping him determined throughout the JEE prep journey. 

My life's journey so far:

– Was interested in studies from a young age, had fun but also had curiosity in learning.

– Cleared several exams, including Rank 1 in some exams. NTSE, Olympiads, KVPY, etc

– Got AIR 1 in JEE and shot to fame (360/360 in Mains 2017, first time in…

— Kalpit Veerwal (@kalpitveerwal) September 16, 2023

“There were times when I would be reminded that I was a boy from a small city competing against kids from Mumbai and Delhi, some of whose parents were IAS officers. But I knew what I lacked in background I could make up for with my hard work.”  

Tips from the pro 

According to Kalpit, achieving your target score in the JEE Mains exam is a blend of many factors. He shares some of these while the others are available on his YouTube channel ‘AcadBoost’. 

1. The syllabus is the core  

While being an avid lover of topics that extended beyond the syllabus, Kalpit says he changed his strategy when he started prepping for the exam. “I started taking the coaching material seriously. I kept mock papers as my focus.” 

2. Passion is key 

When asked about his performance and how he managed to achieve a nearly impossible feat, Kalpit says it had a lot to do with his love for the subjects. “Only attempt the exam if YOU truly want to do it. Because only when you have a natural passion for something will you do it wholeheartedly.” He adds, “I see a lot of students who do not really wish to sit the exam, but still attempt it. One should know what their calling is and what they have a penchant for.”

Consistency > Hardwork > Talent.

Your talent is innate, cannot be changed too much, and it can’t give you much leverage.

Hardwork is good, but 24 hours a day is the cap – not much leverage here too.

But, you can be consistent over decades – BIG leverage.

Stick to something…

— Kalpit Veerwal (@kalpitveerwal) September 29, 2023

3. Enjoy the process 

It is but natural to let the pressure get to you in such competitive exams. But Kalpit encourages students to enjoy the topics. This takes the burden off. “If you enjoy the process, then you’ll automatically do well in your exams.”

4. Past year papers are important 

As the days of the exam get closer, Kalpit suggests veering away from cramming in new topics and instead focusing on revision. “Past year papers are a great help to go over concepts.”  

5. Even talent needs hard work 

Acknowledging that he has a natural ability when it comes to competitive exams, Kalpit says talent on its own won’t take you very far. “I do have special abilities to understand things a bit faster. But there’s no use of talent if you don’t work on it.” 

6. Trust your instincts 

The day the results came out is etched in Kalpit’s memory. But he shares an anecdote of a time much before the D-Day. 

“I was checking around with my friends and coaching classes that had released their answer keys. There was this one question in particular that was tricky. Everyone was of the opinion that I had attempted it by an incorrect method. But I was sure I was right. I remember my friends saying to me, ‘No one will think of such a strange way of solving this’. When the results were announced, needless to say, my method was the right one.” 

“Trust your gut feeling,” he adds. 

Following the JEE Mains exam, Kalpit started a Facebook page where he would advise students on preparing for the exam, books to refer to, etc. In addition to this, he had a Quora account where he would answer students’ doubts and a blog. 

With the amazing response these platforms witnessed, Kalpit was inspired to start his venture ‘Acad Boost’ in 2019, which tailor makes courses for students who are preparing for the JEE exams. 

He says that while over “2 lakh students have accessed the content, 11,000 students have benefited from the paid content.” 

“When all my batchmates were sitting for placements in college, I knew I’d get a good package if I did the same. But nothing about my life has been conventional. And I decided to take the road less travelled. I am enjoying every bit of the journey,” he adds. 

As Kalpit wraps up the conversation, I ask him to point out a determining moment in this entire journey. “The moment I picked up the pen in the JEE Mains exam room and began solving the questions again.”

Edited by Padmashree Pande

Launched in 2021, the startup is built in tandem with artificial intelligence (AI) to drive revolutions in the female healthcare industry. There is a deep emphasis on how parenthood should

d come with ease, and Padmini, who was raised by a single mother, seconds this.

Since her formative years, Padmini began to notice the lens through which motherhood was seen in Chennai.

To be or not be a mom

“It’s almost a given that if one is a woman, she will someday be a mother. Isn’t it strange how motherhood is not a choice for most people?” she wonders out loud. But, even while importance is laid on ‘having a baby’, there is little to nothing spoken of the many physical and emotional changes that come along with it.

“Women should be fully aware of what it entails and have full support if they decide to get pregnant,” Padmini thought while she was pursuing her bachelor’s in visual communication. But this wishful thinking got impetus only in 2019 while on a work trip to the United States.

The project’s ask was to design a model around teen pregnancies, explains Padmini. She adds that the two months spent in and around Nashville, as part of the research, were transformative.

“I came across girls in their teens who were pregnant and keen on raising the child by themselves. Did they know what they were agreeing to?”

This was Padmini’s wake-up call. She returned to India and spent the remainder of the year coming up with a model that would ensure women had all the handholding they needed before and once they got pregnant.

Two years later, the startup won a Rs 10 lakh grant as part of StartupTN’s second edition of their flagship initiative ‘TANSEED 2021’.

Padmini couldn’t be happier. Her comprehensive fertility app includes support for couples throughout treatment and resources for mental and physical health. So far, it has benefitted “over two lakh women”, she informs.

In the early days of starting Mind & Mom, she recalls getting asked ‘India has a population of 140 crores. Why do you want to add to it?’

People’s myopic way of looking at motherhood became evident. But she had her retort ready. “Let’s say a child wishes to study in an English medium school but can’t afford the fees. Will you try to help or would you suggest he stops his education or moves to a regional school?”

“You’ll try your best to help. That’s exactly what I am doing with motherhood. Anyone who wishes to get pregnant has all the right to without having to justify why,” says Padmini.

Digitising healthcare

Another important arm of Mind & Mom is educating people about IVF (In Vitro Fertilisation) — a fertility treatment where a woman’s eggs and man’s sperms are combined outside the body in a lab to create embryos, which are then implanted into the uterus with the aim of achieving pregnancy.

Padmini talks about how they see women in their 20s opt for IVF, though it’s way too early for it. “This usually happens because IVF as a concept is a very scientific one. Women rarely have someone to guide them. Mind & Mom is built to guide women from the moment they decide to start a family, whether it is through IVF or natural means.”

She mentions that sometimes women don’t require IVF at all. Simple changes in lifestyle are enough in some cases, and they’ve seen 40 to 50 percent of women getting pregnant just by making these adjustments.

For instance, Sandhya from Chennai recalls her confusion about not knowing the best route once she decided to go ahead with IVF. “I stumbled upon Mind & Mom which provided me with all the guidance and support I needed. In fact, I got pregnant naturally through the app, even before starting IVF. It was truly a magical moment.”

Things weren’t as seamless for Aisha from Puducherry. Multiple rounds of IVF had resulted in failure and the 33-year-old had begun to feel hopeless.

“But things started to change when I found the app. It provided me with everything I needed from finding the right hospital for my treatment to physical and mental health support. Their Tamil language bot was able to answer all my concerns in my language,” she shares, adding that she is now pregnant and can’t wait to experience motherhood.

Guidance can be accessed by anyone on the Mind & Mom app. Padmini elaborates, “Once a woman approaches Mind & Mom, she can begin by tracking her menstrual cycle, her ovulation, etc. There is also a host of mental activities to keep her mind calm. The focus is on improving holistic health.”

The first three months are focused on getting the woman aligned with the right lifestyle —  personal fitness, nutrition, meditation, cardio, walking, yoga postures, etc.

Dr Navin Gnanasekaran, Group Head at Apollo Hospitals; Dr Kanimozhi Karthik, a fertility specialist at Apollo; and Dr Vinayak Smith, OBGYN are part of Mind & Mom’s advisory board.

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As Dr Kanimozhi notes, the app is a boon in modern times. “I’ve seen women juggling their work, family and other commitments in the middle of their fertility journey. They tend to miss out on keeping track of their health. The fertility app acts like a digital companion, bridges this gap and ensures that users never miss a step in their fertility journey,” she informs.

She adds that she has witnessed “significant changes in her patients’ overall well-being and has improved the treatment outcome.”

Once the team of doctors sees IVF as the best route, AI then steps in to connect the patient with one of the 32 IVF clinics across South India based on compatibility. “All of these are clinics with good success rates. For women who cannot afford the treatment, Mind & Mom has tied up with NBFCs that provide loans at zero percent interest.”

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AI can be revolutionary and Padmini is in consonance. “I am just happy to be using it [AI] to bring happiness into people’s lives. It is fascinating the way AI has evolved and can support very advanced features on the app. Things have changed immensely when it comes to reproductive health because of it.”

But even so, the larger picture does loom. Is increasing population a boon or bane?

“As much as we say it is a downside, I would say India’s strength is her population. A young economy is always great,” she remarks.

Edited by Pranita Bhat

1. Tentgram 

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When engineer friends Mohammad Thaha Paloli, Jethin Krishna and Fazil would get a weekend break during their college days, they would immediately plan a hike. So, when it came to ideating for a startup, they knew what they wanted to do. 

‘Tentgram’ launched in 2017 was started with the idea of hosting travellers at a campsite. In this way, guests would be surrounded by nature. The idea was loved and soon their campsites grew in number. 

Today, travellers have several options to choose from – like the Dal Lake boat rides at sunset, and trips through the floating vegetable markets or kayaking through the backwaters of Alleppey.

2. Planet Trotter 

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If you’re hiking with Nikhil Pratap Singh, founder of ‘Planet Trotter’, falling in love with experiential travel is inevitable.

The travel-for-impact social venture is giving a whole new meaning to travel and bucket lists through their projects in Uttarakhand. The unique model couples adventure and rural development initiatives in a way that fosters a bond between the city folk and the rural communities. 

One of the most popular is their ‘Valley of River’ expedition in Champawat, Uttarakhand. During the six-day expedition, trekkers must embark on a 17 km walk across the valley while experiencing local life.   

3. Curtain Call Adventures 

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The Northeast is a world of unexplored activities, notes Assam’s Julie Kagti. But its potential often goes unrecognised. After a fulfilling stint in the textile industry, Julie started ‘Curtain Call Adventures’ which specialises in packages that unearth the beauties of the Northeast. 

While she encourages travellers to explore the place’s tourist sights, there is also a keen focus on inking the right partnerships with the locals. 

Ask Julie her intention behind this and she answers, “Tourists come to the Northeast and watch waterfalls, rhinos and sunsets. But no one visits the local villages or walks into the forests.”

4. Map My Stories 

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Shreyas, the founder of Map My Stories — a community-centric, immersive travel experience curation project — found his calling in slow travel. Today he has replicated this model with a unique spin. And his guests love it. 

Evidence of this fact lies in the numerous groups Shreyas caters to throughout the year. The best part about slow travel he says is how one intentionally spends time in a certain location. “People completely immerse themselves in its local culture, communities and surrounding landscape instead of covering too many locations to check off bucket lists.”

The customised trips curated by Shreyas include a host of handpicked experiences such as exploring Sikkim’s royal heritage and Arunachal Pradesh’s wonders. 

5. NotOnMap 

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The travel startup has two overarching aims — to generate alternative livelihoods for people and minimise unskilled migration from smaller villages. This would greatly benefit local communities, the founders Kumar Anubhav, Sandeep Kumar and Manuj Sharma, thought. It would allow them to engage with people who want to live and travel sustainably.

The idea was born when travel buddies Anubhav and Sandeep observed how livelihoods in scenic locations in rural India were disintegrating. “They were heavily dependent on agriculture, and those who did not engage in it, had to migrate,” says Anubhav. 

The idea of NotOnMap is to let travellers explore rural India while living with the locals. This ‘once-in-a-lifetime experience’ also boosts the economy of the village.  

6. Oasis India Camp 

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Colonel Mahendra Mohan Prakash Singh’s favourite moments of his army days were being amidst nature and interacting with different cultures. So, when he retired after a 24-year stint in the army, he wanted to give people the same experience. 

‘Oasis India Camp’ enables tourists from across the world to revel in the magic of Jaisalmer’s desert. 

Guests can choose to unwind under the starlit skies, partake in adventure sports, learn pottery from the locals, or even attend a local traditional Rajasthani cooking session.

Edited by Padmashree Pande

From finding alternatives to single-use plastics to responsible tourism, India is experiencing a wave of cost-effective innovations in nearly every sector. Within the automobile industry, companies have introduced innovations in Electric Vehicles (EVs); however, many consumers still express concerns over its battery life, with lingering anxiety about reaching a charging point or their destination before it runs out.

However, Bengaluru’s Green Tiger Mobility employs a unique model which enables you to seamlessly transition between petrol and electric power within the same vehicle. To put it simply, the company converts your conventional petrol vehicle into a hybrid model, allowing it to operate on both petrol and electric batteries.

This means that you don’t have to worry about your battery running out mid-journey; you can easily switch to petrol. As the founder, Ashish Dokania, aptly puts it for The Better India, “It’s like having two scooters in one.”

The road to green mobility

Born and raised in a small town in Bihar, Ashish Donkaia had always been keen on building something on his own. Coming from a family of entrepreneurs, he says that the instincts were always there, but “I wanted to become an entrepreneur who can make a difference in the society.”

 At the young age of 21, Ashish started a business in Bengaluru. 

“I was very young and naive and could not really sustain it. I decided to close it down,” he explains. While the business had to be closed, it ignited a spirit in Ashish to run a successful business one day. 

He pursued an MBA in Gurugram and started his career in the banking sector. “While working with the bank, I did a lot of project financing transactions, including a lot of infrastructure projects which kind of exposed me to renewable energy,” he shares. 

By 2015, he joined another firm which worked along similar lines of renewable energy and solar energy. Working in the renewable energy sector for several years is what became one of the reasons why he perceived the idea of Green Tiger Mobility, adding to the long list of existing innovations like ‘battery swap’ and longer range in two-wheeler EVs. 

“What I realised working in the sector was that with renewable energies that are dependent on nature, you cannot predict it as per your demand. In a country like India, where a lot of people are now moving towards EVs, there will soon be a huge gap in demand and supply of renewable electricity,” he says. 

He continues, “This line of thought prompted me to consider a solution similar to the setup we employ in our homes, with electricity as the primary source and a generator or inverter as a backup. Why can’t we have an electric vehicle equipped with a petrol engine as a standby power source to ensure complete reliability for the consumer?” 

This is how the idea of Green Tiger Mobility came to Ashish. “And that’s where we built the hybrid as a retrofit solution to give a bridge to 25 crore existing two-wheeler riders in the country towards a greener tomorrow,” he says. 

So, in early 2020, Ashish decided to quit his 15 years of corporate career and finally bring his childhood dream to a living reality. 

Presently, the company is present in Bengaluru and has converted over 50 vehicles into their hybrid models. Of those 25 were brought to the company by the consumers themselves. It has received ARAI & RTO approval to convert all major brands of scooters up to 125cc. 

These converted vehicles have undergone rigorous testing, covering a total distance of one and a half to two lakh kilometres over the past 18 months. 

Higher range, cheaper transition and additional features 

The idea of Green Tiger Mobility lies in sustainability and eco-friendly business practices. “We already have companies producing EVs and petrol vehicles. However, there are already crores of vehicles on the road that could be converted into more greener vehicles,” he says. 

Explaining the process of converting a regular petrol scooter into a ‘dual powertrain’, he says, “Our conversion process basically entails placing the entire motor, the entire electric powertrain, which is sitting on a petrol vehicle, without displacing the original petrol engine.” 

“When you examine a typical scooter, you’ll notice that its engine is situated on the left-hand side at the rear, making the scooter inherently unbalanced and tilted towards the left. What our innovation involves is relocating the entire electric powertrain to the right side of the vehicle. This adjustment effectively rebalances the scooter, offering a more stable and balanced ride,” he adds. 

Additionally, it comes with a controller and a smart display which indicates the amount of battery left and which mode the vehicle is running on. 

“It also indicates if there is any fault in the system or if there is a heating problem while the vehicle is running on electric mode,” he says. 

The dual powertrain mode or the retrofits are great not just because they are eco-friendly but it also reduces the anxiety of the rider over its range. 

“On a daily basis, a typical rider only uses their scooter for a range of 50 to 60 km. It is only, let us say, once a month that they might need to use it for another 100 or 200 km. So instead of giving the consumer more range or battery swap, what we gave them is a reliable petrol engine that will cover any extra distance that you want to travel on a given day,” he adds. 

This method, he adds, saves a lot of money that would otherwise be spent on petrol daily. 

At present, the company is in the process of converting scooters from seven major brands, including Honda Activa, Honda Dio, Hero Maestro, Hero Pleasure, TVS Wego, TVS Jupiter, and Suzuki Access, all of which were registered on or after 2012. The conversion of motorcycles is currently in the testing phase and is slated for launch later this year.

As for the pricing of the process, Ashish puts it down in simple terms, “The battery and charger, when combined, amount to a total cost of Rs 35,000. The conversion itself costs Rs 20,000. Therefore, for the conversion, battery, and charger, the total comes to Rs 55,000.” 

“Furthermore, there’s an option for the rider to upgrade to a smart system, which incurs an additional cost of Rs 5,000. By opting for the smart system, you gain access to a comprehensive telematics system, including accident alerts and vehicle disability notifications. Additionally, you can conveniently access all data related to your petrol and electric mobility on your mobile phone,” he adds. 

The company has been slowly gaining traction and has 30 orders to convert in November 2023 alone. 

Want to convert your vehicles? Check them out here. 

(Edited by Padmashree Pande)

To further this cause, the Government has set ambitious targets for the future. By 2030, it aims to have 30 percent of private cars, 70 percent of commercial vehicles, and 80 percent of two- and three-wheelers running on electric power.

However, the widespread adoption of EVs faces several obstacles, including the high initial costs, range anxiety, lack of charging infrastructure, and dependency on imported materials for battery production.

Despite these challenges, several startups are actively working towards solving this problem through their innovations.

Here is a list of eight startups leading the charge in promoting the adoption of EVs in India:

1. Exponent Energy

This Bengaluru-based startup claims to rapidly charge your EV from 0 to 100 percent within 15 minutes. Founded by Arun Vinayak and Sanjay Byalal, Exponent Energy has built a battery pack and charging station, called E-pack and E-pump, respectively.

What’s unique about the company is the fact that they are delivering a warranty of 3,000 charging cycles. By doing this, it is solving the two seemingly major problems of EVs — charge time and battery life — by ensuring that the two work together.

The startup is reducing the strain on EV batteries by enabling them to charge in just 15 minutes. They achieve this using cost-effective lithium-ion cells. Moreover, their charging station accommodates a wide range of voltages, from 40 V to 800 V, making it suitable for various types of vehicles and shapes.

2. Bounce

Bounce Infinity E1 is an electric scooter which comes with a ‘battery as a service’ option for consumers. This is India’s first e-scooter that doesn’t necessarily come with batteries and thus needs no charging, solving the charging hassle.

Vivekananda Hallekere, CEO and co-founder of this Bengaluru-based startup states that this unique service pushes the running costs of the scooter down by as much as 40 percent compared to conventional scooters.

Customers can buy the scooter with ‘battery as a service’ and use the company’s battery swapping network. You basically swap an empty battery with a fully charged one, paying only for the swaps.

The scooter also comes with a battery, which can be charged by customers using any regular electricity socket.

3. Hopcharge

This Gurugram-based startup is revolutionising the EV charging game with its on-demand, doorstep fast charging service. Founded by Arjun Singh and Saurabh Rohilla in 2019, Hopcharge is addressing the problem of charging infrastructure in India with its services.

Its proprietary energy pod has a lithium ion-based energy storage with a rapid charger, which charges EVs at the same speed as a public fast charger. Their technology is patented in India and the United States.

“We have created the world’s first on-demand, doorstep and fast EV charging service by deploying our unique made-in-India and patented rapid charging technology that enables modular and mobile charging infrastructure,” says Arjun.

Users need to download the Hopcharge application and request a charge from the convenience of their homes. On average, a charge takes 36 minutes. They are currently available in Delhi and the NCR region in India.

4. Charge-Up

Seeking to lessen the costs of purchasing and maintaining batteries for e-rickshaw drivers, Varun Goenka and Ankur Madan co-founded Charge-up. To help drivers save precious time wasted charging, they developed a battery-swapping model.

They also use standardised advanced lithium batteries that have shorter charging times, and longer life spans, and need low maintenance compared to lead acid batteries.

Drivers need to subscribe to the swapping plan, drive to the nearest Charge-up station and exchange the battery when drained. The founders say that the swap is done fast and the vehicle can return to the road within two minutes. This also helps the drivers to increase their income.

Charge-up owns and operates the batteries. Registered users can access them through either a pay-per-swap system or monthly subscription plans. Their efforts have resulted in the reduction of over 3,000 tonnes of CO2 emissions.

5. GPS Renewables

When transitioning to EVs, it’s important to consider more effective methods for generating the electricity needed for charging. This motivated Mainak Chakraborty and Sreekrishna Sankar from GPS Renewables to establish a biogas-powered EV charging station in Haji Ali, Mumbai.

The station is completely powered by biogas, which is generated from a biomethane plan. The organic waste used to generate biogas is collected from hotels and restaurants in the vicinity.

Their goal is to make EVs an end-to-end green model. This EV charging station takes up to 45 minutes to charge a car to 100 percent.

6. SWYTCHD

Another deterrent to the adoption of EVs is high upfront costs. SWYTCHD is solving this problem by giving EVs on a monthly subscription. Started by Sameer Arif in January 2022, the company provides electric two-wheelers and four-wheelers on a monthly subscription to customers in Bengaluru.

Once chosen, they deliver the vehicle to your doorstep, letting you drive an EV at a fraction of the cost. SWYTCHD provides insurance, service, maintenance, charging refunds, and breakdown support.

The monthly subscription for an electric two-wheeler starts at Rs 3,999 per month and goes up to Rs 5,500. A four-wheeler subscription starts at Rs 30,000 per month and goes up to Rs 60,000.

Sameer says that their renewal rate is 95 percent.

7. Log9 Materials

A majority of the cells and batteries used in India’s electric vehicles are imported, leading to a multitude of problems. Log9 Materials, an advanced battery-technology and deep-technology startup has established India’s first Lithium-ion Cell Manufacturing Facility in Bengaluru.

Since the cells and batteries are made in India, they are best suited for Indian operating conditions, climate, and customers, says co-founder and CEO, Dr Akshay Singhal.

Their RapidX 2000 batteries allow for rapid charging from zero to 80 percent within 12 minutes. They also claim that their batteries last nine times longer than conventional Li-ion batteries.

8. Exicom Power Solutions 

Exicom has been providing EV charging solutions for homes, workplaces, and public spaces since 2017. The Gurugram-based enterprise has commissioned more than 6,000 EV chargers in over 20 states, making charging in public places simple.

Exicom has built these EV chargers and installed them across 200 cities in 20 states. The majority of installations have happened at bus depots, fleet operators, public charging stations, residential communities and households.

“We are an EV ecosystem enabler doing two things in electric mobility — charging for the whole spectrum of vehicles with a special emphasis on four-wheelers, buses and heavy-duty vehicles and lithium-ion batteries for light EVs,” says Anant Nahata, MD and CEO of Exicom Group.

Exicom chargers are used for charging all e-4W cars and buses in India and Southeast Asia.

Edited by Pranita Bhat

Every year tens of thousands of young people from Assam leave the comforts of their homes in pursuit of brighter livelihood prospects in other states. The exodus is linked to a series of challenges as highlighted in a 2020 research paper — ranging from increasing rural-urban disparities and fragmentation of land holdings to a lack of alternative job opportunities. Furthermore, recurrent floods, leading to crop failures, significantly contribute to this migration pattern, emphasising the need for sustainable solutions.

One among this migratory crowd was Diganta Das. Growing up in a humble village in Sonitpur district, he witnessed his father who was a farmer toil tirelessly in the paddy fields, yet the family struggled to secure even two square meals per day.

With aspirations to break free from severe poverty, young Diganta left his home in 2001 to seek better opportunities and earn more. For 20 years, he assumed various roles, from being a labourer and cook to a security guard and coal mine worker.

However, at present, the 34-year-old proudly owns his own enterprise, Daily Fresh Food (DFF) — a food venture that offers ready-to-eat parathas (flatbread). Launched just last September, his business quickly gained traction, with him now selling a minimum of 1,500 paratha packets every day.

From doing multiple menial jobs to starting own food business

After completing his Class 10 in 2001, he started working as a construction labourer for the Border Roads Organisation at the Arunachal Pradesh border, which earned him Rs 1,200 a month.

Discontented with the job, he quit in a year and moved to Meghalaya to work in a coal mine. “Working in coal mines was really very tough,” he tells The Better India. “The blasting operations often induce ground vibration inside the mine. Strong vibrations damage the structure and result in ceiling collapse. We frequently witnessed mishaps.”

He continues, “I remember it was the day of Maghi Purnima (auspicious full moon day) when one of my friends from the village was inside the coal mine. Due to the strong vibrations, a ceiling collapsed and he got trapped inside. We later found him dead; his body was crushed,” shares Diganta.

Diganta Das, a manual labour of Pkg food industry of South India, returned home during Covid & dared to open small packaged Parota making units in Biswanath Chariali & Lakhimpur, churning out avg 1200 packets daily at each centre capturing market from Tezpur to Tinsukia. 1/3 pic.twitter.com/mBzcV5sdEV

— Mrinal Talukdar (@mrinaltalukdar8) March 27, 2023

This incident left him devastated and he decided to pack his bag and go home.

Soon after, he left for Sikkim where he started working again as a construction worker. After two more years, he decided to move to Bengaluru. “Most of the youth from our state go to cities like Delhi, Bengaluru, and Pune for work. I had always wanted to see Bengaluru, so I moved there,” he says.

He secured the work of a security guard in the city for a monthly salary of Rs 4,500, but amid low salary and untimely payments, he eventually quit that work too. “I did not have a problem in working hard, but I wished to earn a decent income for all the hard work,” he says.

Later on, Diganta worked as a cook in Guwahati until he secured a job as a mixing man in a food manufacturing unit in Mangaluru. The exposure helped him understand the nitty-gritty of the food production industry. And soon, he was offered the job of a paratha maker.

Just when he thought things were improving, he met with an accident. In 2017, he was left paralysed after a high-voltage electric cable fell on him. “I had to return to my village. That was the toughest phase of my life as I was without work for so many months,” says Diganta adding that it took almost two years for him to completely recover.

Then, one of his friends who had also ventured into the paratha-making business, approached Diganta, given his experience in the field. He asked for help in establishing a manufacturing unit in Assam. Finally, Diganta had his calling.

Introducing Kerala delight in Assam

In 2022, Diganta started a packaged paratha business DFF (Daily Fresh Food) in Assam. While his friend helped him with the machinery, Diganta exhausted his entire life savings of Rs 7 lakh to establish the business. Within a year, the parathas gained immense popularity.

What sets their parathas —  a delicacy in Kerala and Tamil Nadu — apart is their ability to provide an authentic Malabar culinary experience, characterised by their crispy, flaky, soft, and multi-layered texture. Their ready-to-eat parathas save people from the effort of dough kneading and rolling.

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But introducing this South Indian culinary delight in the Northeastern state was not easy. “Initially, I went door to door of various restaurants with samples and requested people to try our parathas. At first, they would be reluctant. But then I would make the paratha within a few minutes and serve it to them with curry. Whoever tasted it appreciated the quality and the taste of my parathas. Soon, many more people started adding this dish to their menus,” he says.

Priced at Rs 60 and Rs 100, these packaged parathas come in packs of five or 10 pieces. They have a shelf life of three days, which extends up to seven days if stored in refrigerators. It has become a good choice for working professionals.

Assam-based Akhilesh Gupta, who runs a tea stall, loves these parathas. He tells The Better India, “Although this was a new kind of paratha, we absolutely loved it. It has so many layers and is so soft to eat. We keep a stock of it, and whenever we run out of wheat at home, these parathas come to our rescue.”

For Diganta, this experience helped him battle poverty and build the life he desired for his family. “I was not qualified enough to get a high-salaried job. I was always reluctant to do farming, so I always ran from city to city doing menial jobs. I am glad that I was able to climb the ladder of success right from the place where it all started — my village,” he says.

(Edited by Pranita Bhat; All photos: Diganta Das)

Source: 

Factors and Impact of Rural Out-Migration in Assam: Published by Blue Eyes Intelligence Engineering & Sciences Publication in 2020.

After driving to Delhi for a family function, the duo headed to Karol Bagh. Dhananjaya struggled to find a parking spot in the busy shopping area. After searching for more than 20 minutes, he eventually found a parking lot belonging to the North Municipal Corporation of Delhi (MCD).

“Seeing the logo, I thought that it must be safe. The parking staff wanted me to leave the key. I was apprehensive but obliged after seeing that everyone was doing the same. I took my parking slip and left,” Dhananjaya tells The Better India.

After a two-hour shopping sojourn, what he saw, or rather didn’t see, made the ground beneath his feet sink. His car was nowhere to be seen. When the staff there seemed indifferent, the former deputy commandant knew that “something bad had happened”. After some calls to the police, they found out that the car had been towed.

“My car was damaged and I had to pay more than Rs 1.75 lakh to repair it. When I confronted the parking staff, they pointed me to these words on the parking slip — ‘parking at owner’s risk’. I knew that I couldn’t be the only person facing this problem and harassment by the parking mafia,” adds the 34-year-old.

Confronted with persistent parking issues in busy areas throughout the country, he spoke to his friend Abhimanyu Singh. This discussion spurred them to devise a solution — ParkMate. This app-based platform provides hyperlocal and on-demand parking solutions for businesses and individuals.

Solving the parking problem

According to an article by The Patriot, Delhi alone witnesses approximately one crore cars parked daily, contributing to a market worth Rs 44.5 crore. Moreover, the Delhi Police receives over 250 calls every day, concerning fights related to parking.

Dhananjaya and Abhimanyu, who were both working with the Government at the time, decided to write a technical paper about the parking problem in the country. But their research led them to find a long-term viable solution to the problem instead.

“We found that 97 percent of this parking industry is unorganised. Traffic congestion leads to a Rs 1.45 lakh crore-worth economic opportunity loss in four major cities of India. Of this, Rs 36,000 crore is due to parking congestion. A person burns 100 litres of fuel searching for parking daily,” adds Dhananjaya, CEO and co-founder, ParkMate.

Armed with the data, the friends decided to solve the problem themselves with ParkMate, which offers two solutions — DASH (Drop and Shop) for individuals and the Trident system for businesses for parking management.

To access the DASH service, users can download the application, enter the destination, book a valet, and reach there. ParkMate’s attendants, who are OTP verified, will pick up the car from the set location. Dhananjaya says that all cars are GPS-tagged, enabling users to track their vehicle’s live movement. They also share 360-degree images of the cars before and after delivery with the customers. Once done, you can tap on the ‘Get my car’ option on the app, and collect the car wherever you are.

“We offer instant, safe, and guaranteed parking. At ParkMate, the risk is ours, not the owner’s. We cover all risks with five different kinds of insurance,” adds the CEO.

ParkMate charges Rs 49 for its services plus the parking charges. They don’t hire any staff on the ground but work with existing parking operators. “We work with the official operators under a revenue-sharing model. We train the attendants for 12 days,” he further explains.

For businesses like malls, shopping complexes, big residential societies and government offices, they offer a suite of software and hardware services to automate parking space through the Trident system.

“Our system offers a three-tier integration of the FASTag plus ANPR (automatic number plate recognition) plus UniPay system (online payment for businesses), which utilises state-of-the-art HD cameras, an inbuilt controller, and our proprietary software. Money is deducted through FASTag and license plates are scanned on entry and exit, making vehicle entry management effortless,” says Abhimanyu Singh, co-founder, ParkMate.

ParkMate’s transactions are totally paperless. The founders say their goal is to reduce congestion, save fuel, and provide a hassle-free parking experience.

Started in July 2022, ParkMate is present in New Delhi, Jaipur and Lucknow. The duo share that they have served over 5.5 lakh customers so far, and are launching their services in Mumbai and seven more cities soon.

“I have always faced a frustrating time parking at Connaught Place, Karol Bagh, and other busy areas in Delhi. I’ve spent over 15 to 20 minutes every time just looking for a spot. Dealing with the staff on the ground is also a tough task. ParkMate has really simplified it and made my outings fun. Their interface is easy to use and smooth,” says Aditya, a ParkMate customer.

Taking a calculated risk

Nurturing this idea since 2017, the pair, who initially met as teenagers at a Call of Duty (video game) World tournament, devoted time to refining their solution and saving funds before quitting their jobs. Coming from middle-class families, they emphasised the importance of taking a calculated risk.

“We hail from operational backgrounds. We wanted to build a corpus that could sustain us for two years before leaving our jobs. Even then, my family was not happy about me quitting my government job. We suffered from the ‘Abba nahi maanenge’ (Dad won’t agree) syndrome. My parents are still angry, but I know they’ll come around,” says Dhananjaya.

The founders say that they did not draw a salary for the first 14 months, and initially, they faced challenges in convincing customers and finding investors.

“This industry is dominated by the mafia. It’s tough to approach them and seek a partnership. Moreover, we started our company during a funding winter (a time when venture capital was less) and had to pool in our own savings. The biggest challenge though, was educating people about our services and gaining their trust. We didn’t do advertisements for the same but have worked on building their trust,” adds Dhananjaya.

Their goal is now to expand across the country and become the go-to parking solution for Indians. “We don’t want anyone to worry about parking when they go out. We want them to have a good time. The risk is on us,” he remarks.

(Edited by Pranita Bhat)

Sources

‘Delhi’s mega parking crisis’ Published on 21 June, 2019 Courtesy The Patriot

Called Ring One, the founders of Muse Wearables claim that it is the “world’s first smart ring to offer NFC payments and health tracking in the smallest and most comfortable form factor”.

Speaking to The Better India, KLN Sai Prasanth, co-founder and CEO of Conzumex Industries — which operates the Muse Wearables brand — claims, “While there are health-focused rings like Oura in the USA or Ultrahuman, boAt, etc in India, none currently offer the combined functionality of NFC payments and health tracking in a single compact ring. Also, most rings don’t offer clinical-grade accuracy for monitoring most vitals and none of them offer cuffless BP management on a ring form factor. This combination is typically found in smartwatches like Apple Watch, Galaxy Watch or Garmin where space isn’t a constraint.”

“What sets Ring One apart is this combination of NFC Payments and advanced health tracking in a form factor that’s just 3.2 mm thick and 7.6 mm wide and weighs less than five grams, making it the smallest and most comfortable wearable to offer this convenience and functionality to users. Moreover Ring One is the first smart ring in the world to offer cuffless BP management and continuous monitoring of many vitals with clinical grade accuracy,” he adds.

Designed and manufactured in India, the Ring One has already entered mass production. And to facilitate that, Muse has teamed up with various contract manufacturers. Late last month, Muse launched the Ring One globally. In India, however, the product is set for launch later this month. 

George Francis, CTO at Muse claims, “Ring One can measure six different vitals — heart rate, blood oxygen, temperature, respiratory rate, heart rate variability, and blood pressure. Trained with five million data points from over 4,000 people, Ring One offers clinical grade accuracy for health information.”

“Ring One is also the first smart ring in the world to offer cuff less blood pressure measurement. It detects sleep and naps, analyses various sleep stages and gives personalised insights to help improve sleep. Ring One can also track your workouts and give you advanced metrics to optimise your fitness gains. It can measure the impact of your relaxation sessions and helps you with tailored insights to reduce your stress levels,” he adds.

According to a recent press release issued by the startup, “Ring One [also] offers the convenience of ‘tap to pay’.”

“With a simple wave of the palm, Ring One can complete transactions with ease. Muse has partnered with some of the biggest payment networks, including Mastercard, VISA and Rupay, to make payments with the Ring accessible to everyone across the world. The payments will be live in India, USA, Canada, Europe, Australia, Singapore and UAE,” the press release added.

Founded in 2015 by graduates from IIT Madras and NIT Warangal, Muse Wearables already makes payment-enabled hybrid smartwatches, health trackers, and Gtag, its glucose sensor. Based out of Bengaluru with registered offices in Chennai, USA, and Singapore, Muse currently caters to 30 countries by selling products through online platforms to consumers.

It’s all in a finger

“In 2018, we launched our hybrid watch on Kickstarter and received a great response. But as we were ready to scale up manufacturing of this hybrid watch, COVID-19 happened. As a result, we had to temporarily stop operations and realised the need to pivot quickly,” recalls Prasanth.

The onset of the pandemic in March 2020 brought silent hypoxia (low blood oxygen levels in the body), a leading cause of COVID-related deaths, into sharp focus. In the three-month lockdown which followed, Prasanth and his team were immersed in extensive research and development to develop a technology that could accurately capture low blood oxygen levels.

“Our mission was to engineer and design a precise sensor powered by leading-edge algorithms that could deliver nothing short of accurate results. In a whirlwind 90 days from design to production, we launched a comprehensive wrist-based health tracker in September 2020 even before industry leaders like Apple introduced wrist SpO2 monitoring,” he claims.

“But we didn’t stop there. At the peak of the second wave, we deployed our trackers on patients and were able to save some lives by generating alerts to provide timely oxygen support. We learnt that wearable technology can transform lives. We married the findings from our past two products and came up with the path-breaking Ring One,” he adds.

In fact, Prasanth recalls a personal anecdote when he delivered Muse’s very first hybrid watch to a customer. The customer mentioned to him that she would be very interested to see such features in a “much more sleek and comfortable form factor like a ring”.

“That was the very first time I came across the idea,” he recalls.

Prathyusha K, co-founder and COO, said, “Observing hundreds of users during the pandemic has imparted us with priceless insights, most notably that the wrist might not be the most optimal position to get accurate data. Also, many people were unable to wear the wrist tracker during sleep. We found that the finger is a more accurate location to get precise data.”

According to Prasanth, the finger is considered a more accurate location to obtain precise health data. Explaining his reasons, he says, “This is because the finger experiences less interference from bones, tendons and muscles, resulting in a higher density of capillary action, which improves signal quality for health measurements. Also, the arteries carrying blood are situated closer to the finger and are surrounded by thinner, more uniform tissue compared to the wrist. This proximity to major blood vessels contributes to more accurate data.”

“Moreover, rings offer a uniform fit across a wide range of people, unlike smartwatches, which can vary in tightness and positioning on the wrist. This variation can affect the accuracy of readings. This is why doctors measure heart rate or blood oxygen from the finger,” he adds.

These reasons are supported by various studies, such as one published on PubMed Central, which found finger-based monitoring to offer improved signal quality. Another study on MDPI (a publisher of open-access scientific journals) highlighted the advantages of finger-based measurements for various health parameters.

How does it work?

For advanced health tracking, Prasanth notes that Ring One employs LEDs that project light into your arteries and photo-detectors that capture the reflected light.

“The photo-detectors come with lenses with optimised curvature to enhance the light collected and ensure great signal quality. The properties of the reflected light change based on your blood flow. These changes are captured in the signal received by the photo-detectors. Ring One uses a total of six LEDs (green, red and IR) and two photo-detectors to give you accurate readings all through the day. Meanwhile, Ring One also captures your movement in six different axes using the 3D accelerometer and gyroscope. This ensures that you get accurate health vital measurements even when you are working out or are on the move,” he explains.

In simple terms, Ring One observes your blood flow patterns using an optical sensor to track all your vitals like respiratory rate, SPO2 and BP, amongst others. It also uses a temperature sensor to measure your temperature changes all through the day.

For contactless payments, the user can enter their card details on the Muse app. These details are encrypted and sent securely to their ring’s NFC chip. They can then tap the Ring across any PoS (point of sale) terminal to make a payment similar to a “tap to pay” payment done with cards.

However, to ensure that users can get the most out of the Ring One with minimal smartphone intervention, Muse has designed two key interfaces — Turn Wheel and Magic Glyph.

With the Turn Wheel, users can switch between different modes. For example, a simple turn to the left can start a workout mode and monitor their health while exercising without needing their phone. Likewise, users can enable payments with a quick turn to the right.

“It’s like having a convenient and intuitive controller on your ring. It also helps add additional layers of security to your payments. You can use the turn wheel interface to lock the payments and enable them only when you want to ensure no phishing can happen,” says Prasanth.

Meanwhile, the Magic Glyph interface is all about showing users the most important information at a glance. It lets them check things like the charging levels of the ring and case. Also, if a user ever misplaces their ring or case, they can use the Magic Glyph interface to locate them.

Made with Titanium grade 2 and Ceramic (Zirconia), this smart ring is lightweight yet robust. Going further, the inner layer of the ring is made with medical-grade epoxy to ensure users have a certain degree of comfort during wear. Also, the Ring One is water resistant up to 100 metres.

Looking ahead

Thus far, Muse has received funding in the amount of USD 2 million from entities like Keiretsu Forum Chennai, Lead Angels Network, Smart Sparks, Bhaskar Rao (Chairman of Kims hospitals), and even SS Rajamouli, the director of the film RRR, amongst others.

Moving ahead, their goal remains to create “unique products that stand out to challenge the incumbent tech companies and to be at the forefront of change by creating world-class technology here.”

“Our commitment to designing and manufacturing in India is not just a step for now but an investment in the future. It allows us to develop cutting-edge capabilities for end-to-end product development, positioning India at the forefront of next-generation tech products,” says Prasanth.

(Edited by Pranita Bhat; Images courtesy Muse Wearables)

To make a name for herself and create an empire. 

Abha wanted to defy societal norms which expect a woman to be married by a certain age, have a stable job and ‘settle down’ by a particular age. With differences piling against her family’s expectations from her, she decided to step out and away on her own terms. 

“My father had supported my education but when it came to choosing a career, I wanted to build my world from scratch. I supported myself by working part-time while studying. I really didn’t want to fall into the societal trap of getting married by 24,” Abha tells The Better India.

With the only other alternative presented to her as joining the family business, she decided to move out of her house at 23. Armed with an MBA in marketing and Rs 5,000, she lived in a rented house with a friend in Mumbai and started a job which paid her Rs 22,000 per month. 

More than a decade later, Abha is now a successful businesswoman who runs Khichdi Express, a chain of cloud kitchens and restaurants serving the rich and nutritious Indian delicacy, which is valued today at Rs 50 crores. Here’s her story.

For the love of khichdi

While pursuing her masters in London which she got a partial scholarship for, Abha had little time and money as a student. What could she make fast and without many ingredients which could comfort as well as fill the stomach? The humble khichdi (mixed lentils and rice dish), of course.

“I lived close to the college and had about an hour’s time in between classes. I started cooking khichdi, as it was fast, light on the pocket and filled my stomach. I mastered the art of khichdi during my MBA,” she adds. From then on, Abha became a khichdi connoisseur and would make different variations. 

After moving back home to India, she wanted to stand on her own two feet. 

“I left home with just two pairs of clothes and moved into a one-room kitchen apartment with a friend. My worldly possessions consisted of a Rs 500 mattress, and a couple of thousands, which I had to use for my daily expenses and rent. I used an old shoe rack as a cupboard. I found a job in a marketing agency which paid me Rs 22,000. Out of this, Rs 12,000 were spent on rent and electricity,” she adds. 

To save money, she stopped going out, isolated, and learnt to live by herself. She found solace in her ‘affordable friend’ khichdi. She would spend hours cooking multiple variations of the dish, which is popular across India. 

“Making khichdi gave me solace during my tough times. I had no ‘Plan B’ when I moved out. I didn’t know what I would do if I didn’t get a job. It was a risk, but one has to take a risk to succeed,” she adds. 

During this time, she was discovered by an ad director who gave her her first break. She got paid Rs 40,000 for this acting gig. Here is where the entrepreneur decided to take her first risk.

“I was paid Rs 40,000 for one day of shoot. I decided to take a chance and left my job. After all, I was getting almost double my salary for a single day’s work. I then worked with top production houses, ad agencies and did modelling campaigns for brands like Cadbury, Kalyan Jewellers, Samsung and more,” she adds.

After working for a few years in the modelling field, Abha decided that she wanted to do greater things, and start her own enterprise. Around the same time, she met her now-husband and co-founder of their venture, Mahendra Kumar. 

“I cooked khichdi for him when we met and he was blown away by the taste. While we were brainstorming ideas, he suggested that we could start a khichdi business. This was the turning point in my life,” says Abha.

Building a khichdi empire

Pooling in all her life savings amounting to Rs 3 lakhs, Abha and Mahendra started Khichdi Express in July 2019 in Hyderabad as a cloud kitchen with just one staff member. 

“When Mahendra suggested this business, I started doing some research and saw the popularity of this dish. I designed a menu and we decided to open the first branch in Hyderabad as rental spaces here are lower than those in Mumbai. It was just us and our kitchen member. We had nothing but our dreams when we first started,” she adds.

They sell different types of khichdis. Starting with the crowd favourites like dal, palak (spinach) and mixed vegetable khichdi, the menu moves on to fancier varieties like cheese chilly, palak paneer, pav bhaji, kolhapuri, corn mushroom khichdi and more. Their khichdis are priced between Rs 209-349 and are served with a papad, work as a whole meal, adds Abha. 

Within the first month of business, they earned enough to pay their staff members their salary, which was one of the most rewarding moments in her life, says the businesswoman.

“When I was able to pay someone a salary, which was the same amount which I got in my first job, I felt so happy. What added to the happiness was the fact that it was from the profits and we didn’t have to take any loan or investment for the same,” she adds.

Buoyed by the sales, they opened their second branch in Mumbai within six months. Today, they have eight branches across Mumbai and Hyderabad, with plans of opening three more in Hyderabad this month. 

The COVID-19 pandemic saw everyone moving to healthier consumption and one of the food items prescribed by doctors is always khichdi; be it the dal khichdi in the north to your pongal in the south. This saw a boom for businesses like Khichdi Express, as more people started ordering the dish. 

“We got a lot of orders from hospitals, isolation centres and people at home. We distributed free khichdi to people on the streets of Mumbai. People would call us with instructions asking for less spices. They would call us after their family members recovered and thank us. It was a rewarding moment. We felt great as our food could heal people,” she adds.

Lavanya, a khichdi lover who stays in Banjara Hills, Hyderabad, says that she’s been ordering from Khichdi Express for the past one year.

“Their khichdis are very tasty and fill your stomach. Their regular dal khichdi is very sumptuous and is my favourite. I found them through the food-delivery app, Zomato. For daily meals for office-goers like me, it’s a blessing and a complete meal,” says Lavanya. 

Abha says that people laughed at her when she spoke about starting a khichdi business. “People told me that khichdi is only eaten when a person is sick. We have proven them wrong,” she says.

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But the journey wasn’t all smooth as they had times when they didn’t have money to even buy a cup of tea, as they invested all their profits into the business.

“We put everything at stake to make it big. There were many times when Mahendra and I had to share a cup of tea as we didn’t have even Rs 30 in our pockets. But that’s how we learnt. Nothing will stop us even if we don’t have money, we gained the experience and the technique of building a business,” she adds.

But she takes pride in the fact that the company is totally bootstrapped. Now, as they are looking at scaling their business by opening 300 more branches across the country, and going international in the next few years, they are looking at investors. 

After choosing to live life on her own terms which is a daunting task and fending for herself, Abha has built a ‘khichdi’ empire. She advises people, especially women, to take risks and to defy societal expectations and norms. 

“Step out of your comfort zone. Take risks and break societal taboos. You can achieve greatness only if you go out of your way. Analyse yourself and see what you’re good at. Don’t get scared and worry about ‘Plan Bs’. Stand up for yourself and dream big,” she adds.

Edited by Padmashree Pande.

Rajesh’s venture ‘Tribalveda’ started in October 2021 and was born out of his intention to help the farmers in his village who faced the pressure of having to sell their produce in the few hours after harvest to prevent spoilage. Getting farmers to agree to join hands with him wasn’t the easiest of tasks. But Rajesh says the results spoke for themselves. 

“On their behalf, I took their produce, negotiated good prices in the markets and gave them the profits. The community began to believe I could do what I said,” he says. Rajesh’s brand works with the farmers of Bera, helping them to identify, harvest, collect, store, grade, sort, wash, process and package the products that are then sold at market prices. 

The brand has a revenue of Rs 2 crores and Rajesh sees it only expanding in the coming years. But before he tasted success, here’s what his journey was like: 

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Edited by Padmashree Pande

There is already a lack of awareness and stigma attached to seeking help for mental health problems. If one gets past that and wants to seek therapy, it’s very expensive. The average cost of counselling is around Rs 1,600 per hour, and one would need at least 20 sessions before they see an improvement in their mental health, according to a column in Moneycontrol.

There are a few people who are working on reversing the trend and making therapy accessible and affordable to Indians. They want people to know that mental health is not a taboo and it’s okay to seek help for it, just like you would do for your physical health.

Here are 7 people revolutionising the mental health space:

1. Humanising Lives: Pro Bono Therapy

During the pandemic, seeing people tackle loss, despair and anxiety, Ekta Prakash Sharma knew she had to work on making therapy affordable. She set up a non-profit called ‘Humanising Lives’ in May 2020, to “enable individuals to lead humane lives by dedicatedly supporting them to heal themselves from different hues of trauma”. 

They started with the Pro Bono Therapy Project which offers therapy for free for the first five sessions, post which, sessions are charged at Rs 500 each.

They are a queer-friendly organisation and run support groups for the LGBTQI+ community which is headed by two queer volunteers. They also conduct offline support groups called ‘Baatcheet’ (conversation) with therapists to help people open up and connect on a deeper level. 

They also run a programme for the reintegration and rehabilitation of prisoners. 

You can get in touch here. 

2. Praan Wellness: Free distress helpline

Surya Pulagam was deeply moved by farmer suicides and wanted to prevent it and address the issues faced by farmers. To do so, he founded Praan Wellness in 2018 with Swetha Dutt in Hyderabad. 

The mental health foundation was originally focused on suicide prevention among farmers and rural children and has extended to urban communites today.

“There is a need for building a community around mental health and wellbeing that provides a comprehensive support system and safe space along with a means to address and manage mental health issues. We should contribute to a society where seeking assistance is not just accepted but encouraged,” says Surya.

They offer guidance and counselling, both online and offline starting at Rs 450. They also run a Volunteer Initiative Program (VIP) which helps in spreading awareness and Employee Assistance Program (EAP) for work-related stress.

The Foundation also provides a distress call helpline 8142800800 which helps individuals and runs 24*7. 

You can contact them here. 

3. SoulUp: Peer Conversations 

Sometimes, we want to speak to someone who has had a similar experience and get ideas about how they dealt with the problem. Benglauru-based SoulUp is doing just that  by connecting people who have been through similar experiences.

Started by Mahak Maheshwari and Punita Mittal, the mental health tech start-up provides a platform for people to deal with mental health issues through ‘peer’ conversations and group therapies.

They have two offerings, one-on-one conversations – in which a person dealing with an emotional challenge can talk to a verified peer over a video call – and the other one is group therapy, with 7-8 people facilitated by a certified therapist.

The platform covers a lot of topics — such as grief, loss, parenting, career anxiety, relationship advice, medical anxiety etc. They have had over 1,200 calls and 40 group conversations so far. 

Learn more here.

4. Mental Health Action Trust: Free Mental Healthcare to Rural Kerala

Dr Manoj Kumar, a psychiatrist based in Kerala, left his job in the UK and returned to Kozhikode in 2008 to provide mental healthcare in rural areas. He founded the Mental Health Action Trust (MHAT) in 2008.

It provides community-based mental health care in the remotest parts of the state.

MHAT works on a pyramid model, starting with volunteers, who are the first point of contact between the people and the organisation. The volunteers analyse the problem, and depending upon how serious it is, it is either solved at the volunteer stage or passed over to the trained professionals. Psychologists and medical professionals like Dr Kumar use various technologies to speak to the patients.

They also offer teleconsultations and video counselling for anyone interested. 

5. The Love Hope Company: Healing Through Art

Postpartum depression hit Pooja Srinivasa Raja like a big wave. Having battled bullying, eating disorders and body-shaming since she was a teenager, Pooja started therapy after the birth of her daughter, and it was a transformative experience for her.

Therapy helped her so much that today she has dedicated her life to the cause of mental health and has started a ‘The Love Hope Company’ (TLHC) , a mental wellness centre, in Chennai.

“Love and hope drive everything we do. We want to bring you a lot of love (self-love) and hope,” says Pooja.

TLHC offers multiple services including counselling sessions, wellness workshops (using art, dance and drama to provide help) and group therapy sessions at their T Nagar centre in Chennai. They also have a programme for children called Emotional Intelligence Through Arts (EITA). They offer online services too. 

You can book a session at The Love Hope Company here. 

6. Mind Peers: Gaming Your Way to Mental health

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Kanika Agarwal suffered a panic attack on a Sunday in 2018 due to overworking. While she sought therapy for the same, she was confronted by the lack of a specialised and affordable mental health platform in India.

In 2020, she founded MindPeers, a digital platform that is built and backed by the concepts of neuroscience. It uses a proprietary algorithm to check how important aspects of your life—like career, finance, relationships—are impacting your brain. It then lets you work on the aspects you need help with, through neuroscience games and self-help tools. Users can also pay ₹350 per month to access certain paid services such as real-time replies from psychologists. Therapy starts from Rs 300. 

“Mental health is not a once-a-year trend or buzzword. It is here to stay forever,” says Kanika.

You can also book therapy sessions online. 

7. The Able Mind: Therapy at Rs 500

The Able Mind is a Bengaluru-based mental healthcare venture that wants to make therapy affordable and accessible through its online and offline platform. The startup was founded by Rohini Rajeev, a social worker, psychotherapist and a licensed marital therapist, and her husband Rajeev Vijayan in April 2022. 

They offer services at Rs 500 a month, with text-based therapy, peer group sessions led by a counsellor, support groups, self help tools and support in nine regional languages apart from English. The Able Mind app allows clients to seek counselling through live 15 minute chat sessions. Users have direct access to a psychotherapist via the app without having to book an appointment.

“We offer preventive mental health services to help people avoid everyday stressors from building up. This reduces the risk of developing severe mental health issues in the long run. We also provide continued support that mitigates worsening of mental health symptoms; thus taking care of one’s mental health remains in one’s own hands,” says Rohini.

You can contact them here. 

Edited by Padmashree Pande.

Sources

‘Mental Health Series Part 2: At up to Rs 19,000 for therapy, how many in India can afford treatment?’ by M Saraswathy and Viswanath Pilla for Moneycontrol, Published on 19 June 2020.  

Yet, as children grow up to become adults, their once-beloved possessions are often forgotten, stashed away, or cast aside. As time passes by, these tiny reminders lose their home and most end up in landfills. 

The very bicycles and cribs that were once a source of joy end up in dump yards rotting away and adding to the never-ending circle of pollution. By the time most parents realise it, it becomes very difficult for them to rectify the situation.

A similar realisation occurred to 38-year-old Pruthvi Gowda when he became father to his baby boy. “The truth that no parent can deny is that kids grow out of things at a very fast rate. While we might pass down certain things to cousins and siblings, most of the kids’ products end up in landfills,” he tells The Better India. 

This realisation later gave birth to Gro Club — a Bengaluru-based startup that has created a circular economy by lending baby-use products on a subscription basis. 

Making memories while being sustainable 

Launched in January 2022, and currently operable only in Bengaluru, the company has received an overwhelming response from parents dealing with similar issues. 

Pruthvi says, “While I have worked in the marketing industry for some time, I had always been interested in becoming an entrepreneur. Gro Club is a passion project as it marries both sustainability and entrepreneurship.” 

As the idea of Gro Club brewed, Pruthvi turned towards his friends Hrishikesh H S, Roopesh Shah and Sapna M S for support. “Hrishikesh and I worked together on my previous venture too,” he says, adding that this is his dream team. 

“Four of us are parents of kids between 5 and 14 years of age. They could relate to the problem of them outgrowing things too. Apart from that, all of us believed that with our startup, we could pitch-in and reduce the mounting trash in the landfills,” he says. 

Terming products such as bicycles, cribs, bunk beds and strollers as single-use products, Pruthvi says, “All these products are a good amount of investment as well.”

Recycling, reusing and creating a circular economy

The amount of carbon release in producing these products is also quite high. “Take the example of bicycles, for instance. To produce a children’s bicycle, the amount of carbon released is close to 330 kgs. This cycle then, after some rounds of use ends up in dumpsters,” he adds. 

“However, when a person subscribes to a cycle from Gro Club, they are consciously deciding not to add to the carbon release in the atmosphere,” he adds.  

Explaining how the business works, Pruthvi says, “The parents only pay 50 percent of the actual cost of the product in subscriptions and also take a step towards sustainable living. The products are therefore reused but not second-hand.” 

“The products that we have are manufactured by us initially and are refurbished for every new user. The process of refurbishing renews the product and does not cause as much carbon emission,” he says. 

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For instance, the refurbishing of a bicycle releases about 80 kgs of carbon as compared to 330 kgs of carbon released to manufacture a new one. “So this way, we reduced the carbon emission by almost 75 to 80 percent,” he says. 

The subscription is for a year and the customers get free maintenance and delivery at their doorsteps. “We do not take any deposits from our customers. While the bill is annual, the customers have the choice to bill on a monthly basis too,” he says. 

“At the core of the company, we are a circular economy in the kids category. The re-released products are in brand new quality and refurbishing the products help in increasing the products life by up to 15 years,” he explains. 

“Our bicycle subscription costs about Rs 6,000 per year or Rs 500 per month while the cost of buying a bicycle can go as high as Rs 20,000. Therefore, it is not only environmentally sustainable but also cost-effective,” adds Pruthvi. 

A product of necessity and sustainability

Proudly calling his household a “sustainable family”, Pruthvi feels that this lifestyle is the need of the hour. 

Before Gro Club, Pruthvi also started a tech-based startup. “I wanted to bring a product in the market which was unique and sustainable,” he says. 

“With Gro Club, we are able to reduce the increase in waste without curbing consumption,” adds Pruthvi. 

They have a subscriber base of 5,700 subscribers with an annual revenue of Rs 3 crore. “The response was great and we realised that Gro Club was something that the people needed. On an average, we have a monthly run-rate of about Rs 25 lakh in a year,” he informs. 

Their customer, Aditya Hemmige is a parent of two from Bengaluru. He says, “Kids grow out of products fairly fast and as a parent of two, I could relate to the Gro Club’s business idea. I had never heard of such a model before. While I was hesitant at first while subscribing to them, the team helped me understand the need for it.”

He continues, “I ended up renting two cycles — one kids’ and another for adults and the process and usage has been seamless so far. The cycles are in great condition as if they were brand new.” Aditya has been using the cycles for over a year now. 

Talking about his future plans for the company, Pruthvi says, “We have received Rs 4.3 crore of funding recently and we are excited to explore more opportunities. For now, our plan is to expand to Mumbai, Hyderabad and Pune in the next 12 to 24 months.”

(Edited by Padmashree Pande)

Parth and Karishma Dalal, two siblings from Gujarat, have come up with a brilliant idea to combine technology, sustainability, and social responsibility to redefine the footwear industry that has long been associated with excessive carbon emissions.

In May this year, they launched ‘Reroute’ – a startup that utilises carbon-negative materials such as sugarcane residue and plastic water bottles to manufacture shoes. 

“We aimed to develop 100 percent carbon-neutral products. Our concept was to first reduce waste such as sugarcane residue and plastic bottles from the face of the Earth and then give a second lease of life to this waste,” the 31-year-old tells The Better India.

Within a few months, these shoes have gained popularity among customers across metropolitan cities like Bengaluru and Delhi. In the last month alone, they sold 400 pairs of these shoes.

Taking lessons over legacy forward

Born and raised in Surat, Parth went to New York in 2016 to pursue his masters in pharmacy. Thereafter, he was working with pharmaceutical companies but in 2019, right before the COVID-19 pandemic hit, he returned to India.

A random conversation with Karishma and his father then motivated him to start a venture focused on sustainability. Parth recalls an incident that their father, who frequented Gujarat’s society circles, narrated to them about how many affluent families discard shoes after barely using them. “This just adds to the unnecessary pile of existing shoes in the landfills,” he adds.

This got the siblings thinking, if given a choice, would people shelling out money for high-end shoes make a sustainable and environmentally-conscious purchase too, if given a choice? 

That’s when Parth and Karishma decided to manufacture shoes that are sustainable, eco-friendly, and also with a high finish. These shoes can also be recycled unlike the conventional leather or rubber shoes.

However, their father sadly passed away in the initial phase of the pandemic. Undeterred, the siblings decided to take the idea planted by their father forward.

In 2021, they started researching the gaps in the footwear industry which has been growing enormously over the years. “Currently, leather or synthetic rubber is used to make shoes. This material never decomposes and releases toxic chemicals in the environment which contributes to ozone depletion and global warming. It takes twice the amount of energy and water to manufacture them,” Parth explains.

“Besides, people are using more shoes than everyday chappals (slippers) these days. They want the comfort of chappals in shoes without wearing heavy, leather boots. So we decided to make shoes that are lightweight and can be worn without socks,” he adds. Due to their natural makeup, these shoes won’t make your feet smell. 

“Our idea could also save unnecessary piling up of shoes in landfills as waste. We would also end up giving life to them by another 3-4 years. Our father taught us the value of recycling,” he adds.

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Sustainable & sock-free shoes

After the research and development process of two years, the siblings found a sustainable alternative to manufacture environment-friendly shoes. 

“Sugarcane is widely used in India. When we drink ganne ka juice (sugarcane juice), we see the slag left behind as residue. Being in the pharmaceutical field, I came across Brazilian resin supplier which innovated sugarcane EVA (ethylene vinyl acetate) copolymer derived from sugarcane,” says Parth.

Intrigued to utilise the innovative carbon-negative material, Parth collaborated with the company to use sugarcane EVA to make the shoes’ outsoles soft and comfortable. Other than this, they incorporated renewable and recyclable materials like merino wool and plastic water bottles to 3D-knit the shoes.

Explaining how the shoes are made from recycled plastic bottles, Parth says, “First, we make pallets from plastic bottles which are then melted into yarn. We then blend merino wool into it to make propitiatory threads. So, while the outsoles made from sugarcane EVA provide durability and flexibility to the shoe, yarns made from single-use plastic bottles and merino wool with its natural antibacterial properties provide comfort for long-day use.”

Neha Parekh, who has been using these shoes for almost four months, tells The Better India, “As part of my corporate job, I have to drive and stand for long hours. The shoes I would wear were not comfortable and made my feet sweaty. I was trying to find some comfortable shoes or flats options which I could wear daily with minimal design.” 

She adds, “When I first wore Reroute shoes, I did not feel like these shoes are made from plastic. They are very comfortable to wear. It feels like a feather on my skin.”

Priced at Rs 2,999, these shoes weigh 180 grams. Parth informs that between 95 and 110 grams of this comprise sugarcane residue. Interestingly, the duo recycles 11 plastic bottles to knit a pair of shoes. So far, they have turned nearly 40,000 plastic water bottles into Reroute’s proprietary knits.

True to their company’s motto, which is ‘Made Without Regrets’, Parth says, 

“Our father would tell us that if you are not happy to purchase a product yourself, you won’t be able to sell it. We remembered this lesson while manufacturing our shoes.” 

He adds, “Today, we make our products without any regrets, which is also our company’s motto. We aim to refurbish these shoes once they turn old and donate them to the needy or recycle them to make new products, just like our father envisioned,” says Parth.

Source:

Swachh Kadam: This Mumbaikar Is Recycling Shoes To Tackle The Problem Of Waste: Published by Anisha Bhatia for NDTV on 15 May 2017

Edited by Padmashree Pande. All photos: Reroute

In 2019, Piya Bahadur went on a trip through the Indian countryside, which offered her a window into the lives of numerous small business owners concentrated in these areas. Two realisations dawned on her — crores of Indian families are supported by individuals running small businesses and that running a small business is complicated.

On returning from the trip, Piya resolved to come up with a solution to help small and micro-business owners understand, plan and grow their ventures, which was christened MeraBills.

The journey to building a startup is often a tough road, but Piya never found herself alone. At every step, she was mentored by the experts at AIC-ISB — a business accelerator empowering early-stage founders to build high-impact investable startups. Along with Piya’s startup, it has provided a launchpad for numerous other founders to get their ideas to fruition.

While Piya’s startup was in fintech, another founder Samiksha Ganeriwal’s ‘Kagzi’ focused on the environment, offering eco-friendly bamboo alternatives to PET bottles.

“It’s a mixed bag,” says Isha Handa, Assistant Vice President at AIC-ISB, referring to the range of businesses that the six-month-long accelerator programme has seen. Through the months, founders are equipped with the acumen to strengthen their business models.

As Isha details the programme, she emphasises that the first three months lay a keen focus on capacity building. “We help founders with go-to-market strategies, getting the building blocks of the business right, and conducting need assessment workshops. This gives them a clear picture of where they stand along with envisioning where they wish to be in the next six months in terms of the business goals.”

“The fourth month is dedicated to investor readiness,” says Isha, adding that this phase sees the founders receiving personalised guidance on their business pitches. Finally, the last phase of the programme spanning two months is designed to introduce them to ISB’s rich network pool of investors and corporates for exploring funding and pilot opportunities.

Startups are connected with foundations and philanthropic organisations from whom they receive customised support in their ventures. A post-programme support design is also in place to ensure no startup finds itself in the dark and can always access ISB’s pool of resources.

Here are six more startups that tasted success through this model:

1. Minbo Health

Perplexed about the rise of health conditions, such as diabetes and hypertension, among millennials, founder Ashish Vijh brainstormed on a solution. “In a world where everything is digitised, why can’t healthcare be too?” he wondered.

Minbo Health was the culmination of this idea. Through a personalised approach, the venture maps and tracks the data of patients. It then couples traditional bio-hacks with yoga therapy — all in an attempt to improve the users’ quality of life.

2. Green Hermitage

The cruelty-free fashion house helmed by Gayatri Varun is a step towards a greener planet. Modern-day tanneries (factories that treat animal skin to produce leather) pose respiratory hazards through the dust they emit, while also contributing to pollution.

The vegan leather alternatives by Green Hermitage aim to combat these problems.

3. Purple Ribbon

A report by the NIH indicated that a whopping 70 percent of the Indian population resides in Tier 2 and 3 cities. Ironically, 95 percent of cancer care facilities are concentrated in urban India. The gap is significant.

When founder Ratul Lahiri noticed the increasing rate of dropouts in cancer treatments from rural India, he probed to find the cause. He discovered that the looming expenses of travel to metro cities coupled with chemotherapy costs were a permanent cloud over these patients.

So, Lahiri started PurpleRibbon as a way of bringing cancer care to the patients’ doorsteps by turning existing under-utilised nursing homes in every neighbourhood into quality chemotherapy daycare facilities.

4. Neoperk

The end-to-end soil testing solution is the brainchild of Satyendra Gupta who forayed into this area after noticing how sample mismanagement, unreliability of results, and readability issues were impacting farmers in India. With one lab per 88,000 land-holding farmers, the problem was severe.

Today, Gupta’s comprehensive solution deploys standard operating procedures for the collection, processing, and testing of soil.

5. EcoOrbit Solutions

Though India generates a magnanimous 50,000 tonnes of dry waste per day, only 50 percent gets segregated and processed. The rest goes into landfills. This, founder Abhishek Gorle noted, was because material segregation is manually driven and thus labour-intensive. Since the process takes longer, waste continues to pile in landfills and recycled products continue to be priced high.

Gorle’s EcoMonitor uses a deep learning-based machine vision system that identifies different waste materials. Whereas the EcoArm, a smart robotics solution, segregates it as per colour and type of material.

6. Solinas

The problem of wastage and contamination in the water pipeline industry is huge. It is highly unorganised and manually managed, creating lots of problems for the end customers as well as for the pipeline companies.

Moinak’s solution caters to both water and sanitation sectors, which helps in pipelines, manholes and sewer lines. His product Endobot is a pipeline crawler robot that inspects 90 mm to 1,000 mm pipelines to collect data like cracks, dents, deformed pipe joints, pipeline inclination, etc. It can also predict the C-value and ovality of the pipeline using laser profiling and mounted sensors.

Edited by Pranita Bhat

His decision to stay off the roads led to the birth of a startup idea which aimed to decongest fuel stations in India. 

In 2019, Vaibhav, an engineer from BITS Pilani, was doing an internship in Greater Noida. During the half-hour commute between his home and office, he used to strike up conversations with cab drivers. They mainly drove CNG vehicles and this is where he learnt about their biggest problem.

“All the drivers complained of one single problem – the line at the fuel station was very long. Out of the 10 hours they spent on the road, an hour was wasted at these fuel stations daily. The cab drivers told me that they lost 10 percent of their daily earnings idling away in the queue,” Vaibhav tells The Better India.  

Wouldn’t it be wonderful if the cab driver could know which fuel station had a lesser waiting time? And that’s how ‘Nawgati’ came to life.

All of 20 then, and in his third-year of engineering, Vaibhav thought that this problem must have been solved by someone. To his surprise, when he learnt that there was no solution, he started working on one with his friends, Aalaap Nair and Aryan Sisodia.

They researched various pain points from the perspective of customers and fuel stations. They then spoke to fuel providers and examined their in-house challenges and difficulties. After this, they built the technology, a queue management platform, which would help both fuel stations and customers. 

Helping fuel companies improve efficiency

They came up with two solutions, an app for consumers, and its flagship product, Aaveg, a B2B platform, for fuel companies. 

It helps improve compliance, achieve operational efficiency, monitor real-time congestion, and direct customers to less crowded stations nearby.

“Aaveg is a single point of reference for fuel station owners to have complete oversight of transit, waiting and serving time, attendants deployed, and under or over-utilisation of resources. We help fuel companies and/or dealers with congestion management, compliance monitoring, and automating forecourt operations, which allows them to scale up or scale down operations at any outlet and make decisions backed by data,” explains Aryan, co-founder and CTO at Nawgati.

‘Aaveg’ which is Sanskrit for impulse, is built on a plug-and-play framework and aims to provide fuel companies ‘data within an impulse’.

“It is a vertical SaaS (software as a service) platform that captures real-time data, based on the edge devices we deploy. The edge devices, in simple terms, are a set of hardwares that controls data flow between two networks at fuel stations. Through these devices, we get access to CCTVs and dispensers at the stations, which gives us insights into the congestion, waiting time, utilisation of each dispenser, and more,” adds Aryan. 

This data and metrics help companies increase sales, reduce recurring costs, according to the founders. They get access to the vehicles fuelling at their station, how much time each vehicle is waiting, how much time is spent on fuelling every vehicle, which dispensers are being used more, what are the inefficiencies, amongst other things. 

Nawgati works on a subscription-based model and charges fuel stations on a monthly basis, starting from Rs 5000.

This technology, that is saving money for fuel companies, was built at BITS Pilani in 2019, through the college’s incubation program, Pilani Innovation & Entrepreneurship Development Society (PIEDS).

“After building the technology, we embarked on trial runs that led us to a pilot project with Indraprastha Gas Ltd (IGL) in 2021. We received a lot of valuable insights regarding the challenges encountered by the teams at CNG stations. We then made some changes to enhance Aaveg,” adds Aryan.

After the pilot, IGL signed an annual contract with Nawgati. Today, Aaveg is live at IGL, Indian Oil outlets in Delhi-NCR, Mahanagar Gas (MGL) outlets in Mumbai, GAIL Gas, Torrent Gas, JioBP, HP Gas among several other fuel companies across India.

They plan to onboard 15,000 fueling outlets within two years. The startup has filed a patent for this technology, which helps fuel pumps manage congestion.

How Nawgati helps consumers, especially cab drivers

This solution was built with cab drivers in mind, to help them save time. For this, the company has developed an application.

“Nawgati fueling app is the largest fuel discovery application in the country. You can use the application to navigate to a CNG/petrol/diesel station on your route, or find one closest to you. We have more than a million downloads on the app so far,” adds Vaibhav, co-founder & CEO of Nawgati. 

The 4-year-old app is currently free, but the founders have plans to roll out a freemium model soon, where they would offer basic features for free, but charge for the premium features.

The founders had appeared on Shark Tank Season 2 and signed a deal of Rs 67 lakhs for 3 percent equity. This gave a boost to Nawgati and led to more dealers reaching out to them. The startup is also backed by the department of science and technology, the Ministry of Electronics and Information Technology.

“We are at the forefront of revolutionising the fuel station experience, benefiting both fuel providers and consumers alike. Any new CNG station is now listed on our app too. This helps fuel stations get more sales. We have 75000 fuel stations listed on the app today. We are fuel agnostic, and also list EV charging stations,” adds Vaibhav.

Run by two 25-year-olds and one 24-year-old, this startup wants to become synonymous with fuel.

“We want Nawgati to be the doctor for any fuel related problem,” says Vaibhav. Now, when Vaibav hops onto a cab, he leads the driver to the nearest fuel station with the least waiting time. 

Edited by Padmashree Pande; All pictures courtesy: Vaibhav Kaushik.

Of the amount of MSW collected, only about 22-28% is processed and treated. The rest ends up in landfills. Going further, up to half the MSW collected in India consists of “biodegradable (organic) matter” according to the Ministry of Housing and Urban Affairs. 

Despite the scale of this problem, there are multiple ventures across different Indian cities arriving at different scalable solutions to treat organic MSW. 

Similarly, ‘Waste Is Gold’, a Bengaluru-based waste management company, is one such venture which has arrived at a unique technological solution to address this pressing waste management concern. 

Called the ‘Gold Composter’, their organic waste composter possesses an impressive capability of “seamlessly converting” waste amounting to anywhere between 20 kg to 10 tonnes into ‘nutrient-rich compost’ in just eight hours “without emitting harmful emissions”.  

Sandeep Tiwari, founder of Waste Is Gold Technologies, calls the Gold Composter a “marvel of waste management technology”. Speaking to The Better India, he adds, “Our innovation doesn’t stop there. We have the expertise and versatility to design and implement large composters that can process hundreds of tons of organic waste in a single day as well.”

How Does It Work? 

According to Tiwari, the Gold Composter is an advanced aerobic organic waste composter which “employs a completely natural bio-mechanical process, harnessing the power of our proprietary bacteria and bioreactor technology”. 

“This approach breaks down organic waste rapidly, eliminating the need for excessive heating and ensuring that no harmful emissions like methane are released into the environment. This results in a composting process with a low carbon footprint. Operating on the principles of aerobic decomposition, this cutting-edge technology employs oxygen-consuming microorganisms and bio-reactor to accelerate the breakdown of organic matter,” he explains. 

“This machine facilitates aerobic composting by meticulously maintaining the ideal temperature, air, oxygen, and moisture conditions, guaranteeing a fast and efficient transformation of organic waste. Our organic waste composter output requires no further processing. It can be directly placed into aerated crates for storage, ready for later use,” he adds. 

For agricultural purposes, Tiwari recommends allowing the compost to fully mature for three to seven days after processing, ensuring it reaches its peak nutrient content. 

“However, for landscaping and gardening needs, the compost can be utilised on the same day it’s produced, providing an instant boost to soil health. Our composter can treat a wide range of organic waste types — including cooked food waste, organic wet waste, bones, meat, feathers, eggshells, vegetable waste, tender coconut, horticulture waste, grass clippings, tissue paper, STP sludge and more.

From waste to compost

The Union government’s Solid Waste Management Policy 2016 mandates that bulk waste generators take responsibility for processing their waste right at their own premises. 

“Our approach complements this policy seamlessly. By deploying our aerobic composter directly at our client’s premises, we empower bulk waste generators to comply with government directives. This not only eases the burden on landfills but also contributes to a cleaner environment. We stand as reliable partners for communities, organisations, urban local bodies and institutions in their journey towards responsible waste management practices and help them to reduce their carbon footprint,” claims Tiwari. 

Before feeding organic waste into their Gold Composter, a crucial step in their process is the “meticulous resegregation” of waste. 

“This ensures that no inorganic materials are present in the waste stream before it undergoes processing in our composter. This meticulous sorting not only optimises the efficiency of our composting process but also contributes to the quality of the nutrient-rich compost produced.  As stated earlier, this compost can be utilised for landscaping and it can also be sold to farmers for organic farming practices. By closing the loop on organic waste, we promote sustainable waste management and foster a more eco-conscious and economically viable future,” he says.

This claim holds some water given that their waste composter was purchased by the Central Food Technological Research Institute for research and development and to set composting standards across India. Thus far, their composters have been installed across approximately 150 locations around the country processing about 2,500 tonnes of waste and generating 1,200 tonnes of compost per month. But none of these developments happened overnight.  

It took around five years of extensive research and development before Waste Is Gold Technologies arrived at its flagship Gold Composter. 

“Our journey began in 2014 marked by a spirit of experimentation and innovation. By 2015, we had successfully developed our first prototype, a pivotal milestone that spurred us to delve deeper into research and development to refine our product further. Our first prototype transformed waste into compost in 15 days without the need for any time-consuming curing process. This achievement set us apart from our competitors. At the time, they typically required a protracted 30 to 45 days to achieve the same results,” recalls Tiwari. 

In January 2018, his venture took the next significant step by incorporating Waste Is Gold Technologies Pvt. Ltd. “We had developed around 10 prototypes before arriving at our Gold Composter. Later that year, we introduced the Gold Composter to the market. Still awaiting a patent, the Gold Composter ranks among the fastest organic waste processors in the world,” he claims. 

How It Helps Citizens

Naveed Doddamani, deputy manager at Prestige Royal Gardens, a condominium complex located in Bengaluru notes, “We have two Gold Composters at Prestige Royal Gardens. On a daily basis, we process about 800 kg of organic waste.” 

He adds, “Earlier, we were using another organic waste composter but it was emitting a strong smell. Recently, we began using the Gold Composter and have faced no issues while using them. The compost we generate is used for landscaping purposes on our property.” 

Meanwhile, Deepak Setty, a senior manager overseeing procurement and contracts at Address Maker, a Bengaluru-based real estate company, says,  “For each residential project, we require one organic waste composter and we do about two to three projects a year.” 

“For about eight to nine years, we were going with another vendor. Once we began using their composters, however, we realised that there was a lot of methane getting released. Around three years ago, we approached Waste Is Gold Technologies. Their machines are working well and we’ve had no complaints so far,” he adds. 

Explaining further how beneficial this switch between machines has been for them, Setty says, “What’s different about the Waste Is Gold composters is that they generate compost on the same day the organic waste is processed. In the machines we used earlier, it would take three days to generate that compost. The compost we’re generating is being used for landscaping purposes on our properties.” 

Looking ahead

Currently, they are a bootstrapped venture but recognise the need for external funding. 

“To further fuel our growth and expand the reach of our transformative products, we recognise the need to secure external investment. This strategic step will enable us to scale our operations, innovate more rapidly, and reach a wider audience, ultimately accelerating our impact on sustainable waste management,” says Tiwari.

Going further, he adds, “An exciting endeavour on the horizon is the launch of a portable composter specifically designed for individual villas and houses. This move aims to empower homeowners to actively participate in sustainable waste management practices.” 

With more avenues to explore in this domain, Tiwari says, “We are also set to diversify our presence in various verticals within the waste management domain. Bio mining, a critical area of waste management, will be one of our focal points. Additionally, we’ll be venturing into dry waste management and processing.”

(Edited by Padmashree Pande; Images courtesy Waste Is Gold Technologies & OP Jindal Global University)

“This became a routine. And when I would try to serve her some food, she would say, ‘Mumma, I am not hungry’. It surprised me. How can a child in their growing years not be hungry all day?” asks the 45-year-old mother.

Day by day, Gurpreet started noticing that her seven-year-old daughter was getting pale and low on energy. “She was also not growing in height and weight compared to her peers. She even started getting stomach aches frequently,” she tells The Better India.

In 2008, a visit to their family doctor revealed that her daughter had celiac disease. “After an ultrasound and some other tests, we found out that she had developed knots in her small intestine. She had a very high infection. The next step was a biopsy. It was confirmed that her diagnosis was that she had celiac disease,” she adds.

Before this, Gurpreet had never heard of it. “The disease made her allergic to gluten. The doctor told us that the allergy could not go away and the only treatment available was to put her on a completely gluten-free diet. A person diagnosed with this disease should not consume wheat at all,” she informs.

The incident pushed Gurpreet to look for various alternatives to offer her daughter. And this quest led her to start ‘Geggle’ – a one-stop solution company making gluten-free, millet-based flours, cookies, cakes, breads, and snacks.

Struggles as a mother

Before venturing into entrepreneurship, Gurpreet, a BCom graduate, worked with several schools as a maths and computer teacher for 15 years. In 2018, she quit her job to look after her family.

During this period, she experimented with many ingredients. It became difficult to come up with recipes her daughter relished. “I would give her besan chillas (chickpea flour pancakes), poha, idli, and dosa but she got fed up with eating rice and besan every day. She wanted something filling, she craved wheat chapati,” says Gurpreet.

As a mother, she felt lost and helpless. From attending numerous seminars, spending hours on the internet researching, and meeting with nutrition specialists and doctors, to ordering gluten testing kits from the UK – Gurpeet did all she could.

“I started ordering gluten-free flour online but the chapatis would be very hard. While we would have soft chapatis, my daughter would eat hard ones. It was heartbreaking for me but we had no choice,” she says.

Other than this, taste and adulteration of the flour were another challenge. “If she asked me to get some gluten-free cookies, I would buy a pack irrespective of the cost. However, after having one or two cookies, she would stop consuming them as they did not taste good. I would end up throwing entire boxes after spending so much on them,” she adds.

Meanwhile, Gurpreet could not rely on products available in the market. “Wheat can be hidden in any form in a product. With the help of the testing kits, I found that even condiments like ketchup and hing (asafoetida) contain wheat too,” she adds.

Association With BARC Catapulted Her Efforts

Eventually, Gurpreet bought a small milling machine to use at home to make up for the lack of options available in the market. 

It has the capacity to grind 2-3 kg of ingredients like whole grains, chickpeas, and rice. This continued till 2020 when she met officials of Bhabha Atomic Research Centre (BARC) – India’s premier nuclear research facility – in Mumbai.

In 2019, Gurpreet’s husband got to know about the Technology Transfer & Collaboration programme of BARC through the Confederation of Indian Industry (CII) – a corporate office – in Dehradun. The programme offers technical know-how for various technologies available for transfer in various spectrums of science and technology.

“I learnt that they have developed a formulation using millets like jowar (sorghum), bajra (pearl millet), chickpea, and psyllium husk to prepare gluten-free chapati flour. When I cooked it for my daughter, she relished it. Finally, I had something tasty, soft, and nutritious to offer her. The proportions in which these ingredients are added makes all the difference,” she says.

In 2021, Gurpreet signed an agreement with BARC and got the formulation to mass-produce gluten-free chapati flour. Gurpreet says, “After applying for the scheme, we got the license to mass produce gluten-free multigrain flour premix developed by BARC. Impressed by our purpose to serve the society, BARC shared the formulation with us.”

Meanwhile, the demand for such products had also visibly increased. Being in touch with numerous families struggling for gluten-free alternatives motivated her to formally launch her company, Geggle, in September 2022. 

Millet-based cakes, samosas, kulchas, and more

“Seeing how my daughter was thriving on this flour, our doctor started recommending me to other similar families and providing this flour to them. Eventually, many families started visiting us and required products in large quantities,” she says.

While Gurpreet started with chapati flour, today she serves a wide range of millet-based products including multi-grain flour, daliya and suji (wheat products) replacers, rice/maize/bajra flours, tea cakes, buns, celebration cakes, pastries, breads, and even snacks like samosas, pizzas, kulchas, and pastries for patients with specific allergies.

In the past year, she has been able to generate an annual revenue of Rs 18 lakh.

So far, she has catered to more than 250 people and gets up to 200 orders in a month with the majority of customers from cities like Dehradun, Rishikesh, Haridwar, Chandigarh, Mohali, Delhi, Roorkee, Saharanpur, Ludhiana, and Kotdwar.

Dehradun-based Preety Mohpatra who has been a frequent customer of Geggle, tells The Better India, “I have been getting products like cookies and multi-grain flour from them for the past seven months. The chapatis made from their flour are very soft. It is also very easy to prepare. I don’t even need to add hot water when kneading the dough from this flour as compared to others.”

“My 10-year-old son also enjoys the taste of it. It is such a relief. In fact, at his birthday party, I got gluten-free cakes, pizzas, momos, samosas and kulchas. The party went really well,” she smiles.

It is to help other mothers like her experience some relief that Gurpreet started the business. “I cannot even express the satisfaction I get from this work. Parents thank us as their futile search for such products ends with us. When I see those smiles, it gives me immense pleasure,” she adds.

Edited by Padmashree Pande; All photos: Geggle

I-Venture @ ISB’s I-WIN acceleration programme has helped several women entrepreneurs scale their businesses from the ground up. Not only does it give women the wings to make connections in the business world, but also helps with bridging several existing gaps. Here’s how it could benefit you too.

When Laxmi Sri Pandrala, a nutritionist from Bengaluru launched her healthcare venture Lami.fit in the year 2019, she was certain it was a step to revolutionise the way healthcare was perceived in India. Citing the reasons behind this thought, she says, “A shocking revelation I came across during my practice is that one in four Indians die of NCDs (non-communicable diseases), while the truth is that these deaths could have been prevented were the condition detected in time.” 

Simple changes in lifestyle, she notes, could bring about a reversal of the condition.  

During the years Laxmi spent consulting at a hospital following her master’s degree in nutrition, she came to the conclusion that a lack of awareness was to blame.

In a bid to tackle this gap, Laxmi started her venture Lami.fit based upon the solid idea that good health was within reach if the right approach was followed. As she explains, at the health optimisation platform, a full workup of the patient is coupled with blood tests, followed by proper scientific analysis of the reports. The goal for both patient and doctor is to put the former on the right path. 

This, she says, will encourage people to get professional expert advice instead of reaching out for unsolicited advice from friends and family when it comes to health. “What works for one person may not work for another,” she cautions. 

But even while Laxmi’s endeavour was proving successful, she points to certain gaps that she struggled with as someone who was a novice to the business world. “To add to this I was a woman entrepreneur entering a new field. There were many areas that I needed assistance with — pitching presentations, interacting with other professionals, marketing the brand and product, etc.” 

A catalyst to scale dreams 

In a quest to scale her venture by bridging these gaps, Laxmi enrolled herself in the first cohort of I-Venture @ ISB Women of Innovation (I-WIN) Program in July 2022. The four-month power-packed accelerator was designed to leverage I-Venture @ ISB’s strong network to enable women like her to scale their businesses. 

As Harshit Joshi, program manager elaborates, this serves as a propeller for women entrepreneurs. “They [the entrepreneurs] can then glide through to the Go-to-Market stage and work on scaling up through focused guidance, workshops, shared learning, networking along with a platform for fundraising with extensive business growth opportunities,” he explains. 

I-Venture @ ISB has had a legacy of supporting and mentoring startups across sectors, providing them the wings they need in terms of resources, funding, and incubation. But in 2022 they noticed a spike in the number of women who were launching their businesses and looking for assistance. 

“This fueled the idea of building an exclusive community for these women,” notes Mr Saumya Kumar, Director I-venture @ ISB. He further goes on that when they sat with the women entrepreneurs to understand the challenges they encountered in business, they began to understand these were common. 

“Many of them shared that while policies are in place to help women entrepreneurs, there is a lack of awareness. They were thus in need of a platform or community that would support them through the entire process.” 

He adds, “This is how the I-WIN program came into existence. We simply wanted to handhold these women entrepreneurs in their journey and leverage our network for the purpose.” 

Arming women entrepreneurs with vital resources

However, providing the participants with a solid network is only one of the many offerings of the program. The others include helping them with the right partnerships, power through the challenges of the business world by making them investment-ready, designing business models, setting up engagements with experts, offering them pilot opportunities etc.

Detailing the process of how it works, Harshit says “We prepare a structure for the program along with the offerings, then open applications to startups across India. This is followed by a bridge round.”

This selection round involves the team analysing each startup against a list of criteria. “The startup should be one year old at least, should be product based and the team must be able to spot areas of refinement,” elaborates Harshit. 

Through the next four months, the ventures are given personalised attention, where gaps are identified, and the venture strategy is deconstructed by experts. In addition to this one-on-one mentoring support is provided to each woman, enabling her to identify the challenges she is facing. The I-Venture @ ISB team is constantly in touch with the selected participants to know their progress and discuss the leads they have. 

Following four months of rigorous training, the women are ready to fly. 

Harshit hails the ‘demo days’ they organise as part of the program as the most exciting ones. “Here women are exposed to investors in our network. They create their pitch decks, which are then refined by us according to the interest of the investors.” 

This is a thrilling time for business owners as they see their venture funded and envision a future dream for it. 

But, the guidance does not end here. 

The team at I-Venture @ ISB keeps in touch with the startups post the four-month program, adding them to their portfolio should any opportunity crop up that could scale the startup further. 

With 16 startups part of the first cohort last year and 16 selected to be part of the second cohort this year, the program is off to a wonderful start. Some of the businesses include napEazy which has innovated a unique pillow that provides postural support through high-grade technology; Free Stand which is helping FMCG brands with tech-driven sampling campaigns; and Match My Talent which provides artists with relevant opportunities. 

“These businesses are across India, concentrated in seven states and 12 cities. Gujarat, Maharashtra, Karnataka, and Delhi being the major ones,” says Harshit adding that they are excited to witness these women realise their potential, while I-Venture @ ISB backs them with whatever they may need.

Edited by Divya Sethu

As a mother of two children aged 11 and 9, she was concerned about the quality of water she offered her children to drink.

“We are forced to fulfill our daily drinking needs from these cans as the tap water here is not clean. But whether I will be supplied with a clean can or a bad one would depend on the stock that the shopkeeper receives,” the 40-year-old tells The Better India.

Fed up with this situation, the entrepreneur went to the spot where these water cans were unloaded. “I found that all the cans were irresponsibly thrown around. Chennai is a very hot place. When plastic cans are left outside in the heat, they go bad making the water, or any content, unfit for consumption,” she adds.

Roughly six months back, upon her friend’s suggestion, she switched to using water cans by ‘BookWater’. The company is one of the first IoT (Internet of Things)-powered and quality-based water delivery platform in the world that allows users to scan the QR code on its water cans and get details about the quality of cans.

“It interested me because by simply scanning the QR code, you can know details on how many times the can has been used so far. I don’t think any other company does that,” she says.

Behind this innovation are brothers Bharath Govindaraghavan and Balachander G.  Along with their friends, Hariharan Vedamurthy and Sameer Bharat Ram, they co-founded BookWater. The startup delivers about 50,000 water cans with QR codes every month across Chennai.

What you swig from a plastic can

Balachander is a graduate in environmental law from the National Law School of India, Bengaluru, whereas Bharath is an electronics engineer by profession. After working with several companies, the Chennai-based brothers got together to work in the water space that is governed by unorganised players in the country.

In conversation with The Better India, Balachander (46) says, “In Chennai, people are dependent on water tanks for their daily water needs as the groundwater is very polluted or it is so saline that it is difficult to use.” 

He adds, “Every day, more than 25 lakh cans of 20-litre capacity are sold in Chennai. Even the poorest here are dependent on water cans that cost Rs 35-45. But no one really knows the quality of water and of these cans.”

“These plastic water cans are also overused. You are not supposed to reuse these water cans beyond a certain extent after which, they start to lose their transparency. But, a majority of cans you see in the market will be completely clouded,” he explains.

“This happens due to the cans being left under the sun. The UV rays break the plastic into smaller particles which, in turn, sheds copious amounts of microplastics into the water,” he adds.

A UNDP article reveals that microplastics have been found in tap water, as well as bottled water. These compounds are linked to serious health issues such as endocrine disruption, weight gain, insulin resistance, decreased reproductive health, cancer, among others.

“The data is scary. Based on our research, we understood that these cans should be disposed of after 40 times of use. Post that, they start losing their structural integrity. But the problem is, how to determine the number of times the can has been used? There is no tracking, there is no marker,” says Bala.

Meanwhile, Bharath (43) points out that people have come to accept these dirty cans as is. Nobody really questions it. “Will you drink Ganga river’s water from a bathroom bucket? No. Likewise, we have accepted that these dirty plastic water cans are good.”

The brothers wanted to use IoT tech to solve these problems and that is when their “connected cans” concept was born. In 2020, the siblings launched BookWater and were joined by Sameer and Hariharan about a year later.

What does the QR do

So the brothers manufacture ISI (Indian Standards Institution)-rated plastic cans where they stick a QR code on every can. “We have IoT sensors in the copackers’ locations. Our sensors monitor the quality of water and where it is filled. If you order a can through the BookWater app, you can scan the QR code and quality reports will be visible to you,” says Bharath.

“This code then allows you to track the movement of the can from the copacker to the customer location. It tells all the quality parameters – right from how many times the can has been reused, the manufacturing date of the can, calcium, magnesium, TDS (Total Dissolved Solids), to the PH-levels of the water as well,” he explains.

Bala says that every can is scanned till it is upcycled. After using the can up to 30 times, the startup upcycles it into useful products like t-shirts. 

For this, they have collaborated with companies such as Ecoline, which recycles plastic bottles into sustainable clothing such as jackets, blazers, T-shirts, and bottoms.

As of now, BookWater is catering to 3,000 users across Chennai but aims to expand services to Karnataka, Tamil Nadu, Delhi, and Kolkata by the next two years.

Another Chennai resident, Shardha, who has been dependent on water cans for the past 13 years, tells The Better India, “With the help of the QR code-tracking, the chances of anything going wrong in the process of getting clean water are nil.” 

“As we do with other containers in our kitchen, we must replace our water containers too,” she adds.

She goes on to say, “Earlier, when we used to get those dirty cans locally, the water would even taste different. Whenever my children would fall sick, we would start boiling the water before using it as I was not confident of its quality.” 

“The BookWater cans are not only clean but also the water quality remains undisturbed. We have noticed that we do not get sick in the rainy season now,” she adds.

A deep sense of satisfaction

Commenting on the impact of their work, Bharath says, “Water is a basic necessity and we want this to reach people in a safe manner. There are poorer sections who do not have access to clean water.” 

“We have gotten many subscriptions to our 20-litre water cans that cost Rs 55 coming from slum areas. They feel safe using it. Being able to give access to clean water to people from all walks of life is really satisfying,” he adds.

Meanwhile, for Bala, BookWater is not just a business. 

“Today, cancer rates are shooting through the roofs. People are consuming microplastics because of these degraded cans. Our primary goal is to democratise safe water for all,” says Bala. 

He adds, “While doing that, we also take pride in being a completely environmentally responsible and sustainable company. The most satisfying part is understanding that we are doing our bit towards the health of people as well as the environment.”

Edited by Padmashree Pande. All photos: BookWater.

The secret to this, he says, were the oils used in their making.

“When my mother would heat groundnut or sesame oil, the whole house would fill up with the aroma,” he says in conversation with The Better India. 

“You heat one dosa made with sesame oil, and the other cooked with refined oil, and you will feel the difference between the two. It also tastes better and has more essence to it,” the Trichy resident says.

Sibi considers himself fortunate, as it was his grandfather who prepared these wood cold-pressed oils using traditional stone mills. “My grandfather used to do this work back in the 1960s in a very small setup in our village. Unfortunately, he had to shut the business in the ‘90s, when refined oils came into the picture. I wanted to revive the work,” he adds.

So as an ode to his beloved thatha and to offer a healthier alternative to refined oils, he started Gramiyaa in 2017 with college friends Mohamed Yaseen and Naveen Rajamaran. The trio sells at least 50,000 litres of minimally processed cold-pressed oils every month.

Bringing wood-pressed oil back

After completing his graduation in robotics and automation in 2015, Sibi got into the family business of automobile dealerships and running restaurants. It was when he wanted to purchase oils in bulk for his restaurant business that he realised the heavy usage of chemical solvents and adulterations in them.

“We saw how oils were adulterated with cheaper palm oil and cotton seed oil. That is when I remembered how my thatha used to make good-quality oils in a stone mill. These were minimally processed, preservative-free, and flavourful as well. I missed the memories and wanted to revive the business for good,” he says.

Explaining how the oils are manufactured at Gramiyaa, Yaseen tells The Better India, “First, we get only low moisture seeds from Tamil Nadu, Rajasthan, and Kerala. Usually, companies get cheaper seeds with more moisture content and roast them before extraction. We do not roast to retain the flavour and instead sun-dry the seeds for a day.”

“Thereafter, oil is extracted from these seeds on a stone mill with a wooden pestle. Usually, during the refined oil processing, the hydrogenation temperatures go up to 200 degree Celsius. While this is done to increase the shelf life of oils, the process also yields trans fats, which severely increase cardiovascular risks,” he explains.

A 2022 study by the International Journal of Food and Nutritional Sciences reveals that because of this procedure, the seeds are stripped of all naturally occurring nutrients and antioxidants, resulting in a final product that is devoid of flavour and offers no positive effects on our health.

“We just crush seeds hard enough to bring as much oil and leave the rest. We make sure that we do not exceed 50 degrees Celsius. For us, it does come up with a cost as our extraction percentages are low. But that is how our oils get better in aroma and health,” says Yaseen.

After the extraction process, oil is passed through a cotton filter system to remove seed sediments from the oil. Lastly, the cold-pressed oils are packaged in opaque gable-top paperboard cartons. “Our opaque packaging unlike PET and glass bottles keep the oil fresh for a long time and prevents rancidity that is caused by exposure to sunlight,” he adds.

A win-win for all

The trio produces about 50,000 litres of cold-pressed oils in three categories – groundnut, sesame, and coconut oil priced at Rs 390, Rs 590, and Rs 420, respectively.

“Our products are premium. But they have a thicker consistency and because of this, they get absorbed less in food, especially when you are deep frying. This ensures that people consume less oil. Our 4-litre combo usually lasts longer than a 5-litre refined oil packet,” says Yaseen.

So far, they have sold their oils to at least 30,000 customers and helped them replace refined oils in their kitchens. Mumbai’s Prachi Ghugare has been using their cold-pressed groundnut oil for about a year-and-a-half. She tells The Better India, “The vegetables taste better now. I can feel that the food is cooked in authentic oil. If I forget to order and cook food in any other regular oil, then my son easily figures it out.”

“Although nobody in my family has any history of high cholesterol levels, I did not want to feed my husband and son food cooked in refined oils,” adds the 39-year-old software engineer.

With Gramiyaa, the trio clocks a monthly revenue of Rs 1 crore. Yaseen says 50 percent of the revenue comes from exports to countries like the USA and Canada.

For Sibi, the business is a win-win situation. “On the one hand, we have very happy customers. Seventy-five percent of our customers regularly repeat their orders. On the other hand, I am able to pursue my passion and do what I like. We were able to replicate the entire processing units the way my grandfather used to do. Unfortunately, he is not there with us, but he would have been happy to see that we are able to take these oils to so many kitchens like once he did,” he says.

Source:

A review on wood pressed edible oils: Published by ACS College, Maharashtra in the International Journal of Food and Nutritional Sciences in December 2022.

Edited by Divya Sethu; All photos: Gramiyaa.

Instead of selling it to local recyclers in the informal and unorganised market, the 35-year-old scrap dealer from Hyderabad is now able to access better buyers across the country with a single touch on his smartphone.

Rajvardhan never thought that technology would come to his rescue. But roughly four years ago, he switched to using a mobile application – Recykal Marketplace – that helps him get better rates for his scrap.

Launched in 2016, the online marketplace has empowered more than 4,000 kabadiwalas across the country. Behind this clean tech startup are Hyderabad’s Abhay Deshpande, Vikram Prabakar, Abhishek Deshpande, Anirudha Jalan, and Ekta Narain, who co-founded Recykal to empower scrap dealers.

“Through this app, I list the quantity of waste I have and after quality assessment, their team collects waste. Earlier, I used to sell it to recyclers through middlemen. Often, they would buy scrap at a lower rate and delay payments. Today, we get better rates as we now also segregate plastic from low-density polyethylene (LDPE) waste like milk pouches. This ensures that the quality is not compromised,” Rajvardhan tells The Better India.

A clean tech company that provides digital software-driven solutions for circulation among bulk waste-generating companies, scrap dealers, and recyclers, Recykal has set out to reduce waste accumulation in the oceans and provide a better life for the people involved in this work.

Disrupting the informal waste supply chain

In a month, Rajvardhan is able to sell 150-200 tonnes of waste like PET bottles through the Recykal app. “Previously, I would manage to earn Rs 15,000, but today, my income has doubled. I never knew I could expand my business using technology,” says Rajvardhan, who has been a scrap dealer since the age of 15 and never went to school.

Abhay Deshpande, one of the founders and a graduate in computer science, says that he has always been inclined towards entrepreneurship. In 2015, after establishing two companies – Malamall and Martjack – the 52-year-old wanted to take a six-month break from his entrepreneurial life.

“As I had a tough professional journey, I wanted to take a break and spend time with my family. But on the sixth day, I realised it was difficult for an entrepreneur to sit and relax at home, and most importantly, my family felt their privacy was being disturbed as I would keep asking for chai and pakoda 2-3 times a day,” laughs Abhay.

“I thought of going back to the ecosystem. I wanted to work in an area that was more impactful not only for humans at the grassroots level, but also the environment. And I saw waste management as a good opportunity. The intent was to disrupt the informal waste supply chain management using technology,” he tells The Better India.

Abhay pointed out that there are at least six stakeholders involved in the unorganised waste supply chain. “The waste in your dustbin either reaches the recycler, the landfills, or the oceans. But before it reaches the destination, it is handled by at least six people like ragpickers, small and large-scale scrap dealers, bailers, traders, and recyclers. It is a very complex and informal supply chain,” he explains.

“The scrap dealers are not educated and well-connected with other stakeholders. They only know one person above and one person below their supply chain. We connected them to the other stakeholders directly to bring additional income through our online marketplace,” he adds.

Reiterating the gaps, co-founder Abhishek Deshpande tells The Better India, “An aggregator has been doing the business with a few selected recyclers for generations. They operate in uncertainty and are at the mercy of these select few. These aggregators fail to argue with them about payments. Recyclers deduct the amounts citing poor quality of mixed waste material.”

He also notes that when they supply to only one or two recyclers, they are dependent on the business capacity of that recycler. If they slow down their business, it has a direct impact on aggregators.

In a bid to address these gaps and empower scrap dealers, the Deshpande cousins, along with their friends, co-founded Recykal.

Boosting income from scrap

To further their cause and bring change in the lives of the scrap dealers, the startup has connected them with a large number of companies like Reliance Polymer, Tata Steel, and KK Birla Group, where they can sell their scrap. 

This helps them expand their business outside the local market and across multiple categories of waste, including e-waste, paper, plastic, batteries, and tyres.

“On our app, scrap dealers list the category of waste they have and after quality assessment at the spot, we collect the waste and help them sell the material to recyclers. Our team also educates them on when and where they can get better rates across India and what are the accepted quality grades for scrap,” says Abhishek.

Recykal’s AI-driven marketplace, explains Abhishek, provides a forecast of market rates with up to 95 percent accuracy to purchase the scrap. “It then matches the quality of material collected with the expectations of recyclers and finally facilitates the sale of this material with support for logistics and hassle-free payments. This price prediction, lower logistics costs, higher returns, and timely payments, all help their businesses thrive,” he adds.

Besides boosting the income of scrap dealers up to 36 percent, the company was able to channelise seven lakh metric tonnes of waste last year and generate an annual revenue of Rs 745 crore.

“By 2027, we aim to bring 10 percent of India’s waste into circulation and help save waste from entering landfills and oceans. We are doing more than what we had planned. Every day when we go home, we feel a sense of contentment that we were able to channelise as much waste to the right destinations, while empowering workers at the grassroots,” says Abhay.

Edited by Padmashree Pande; All photos: Recykal

In 2020, the 42-year-old founded Yunikee — a Hyderabad-based organisation dedicated to helping persons with hearing disabilities in India — with her husband Chaithanya Kothapalli (44) and her colleague Rahul Jain (34). 

“I never saw my parents as being different from other parents,” Nita shares. “To me, it was just a matter of my parents not being able to hear.” 

Being a special educator, Nita realised the inaccessibility of resources that deaf children often faced, a realisation that later served as her driving force to co-found Yunikee. 

For Chaithanya, an IT professional, it was watching his wife Nita’s work ethic while she taught deaf kids, which had a profound impact on him. So, after a 25-year-long stint in the corporate world, Chaithanya quit his job in 2020 to join Nita in creating the social impact platform. 

Joining their vision was Rahul, an ISL teacher who had been working with Nita since 2017 teaching deaf kids in special schools. Being deaf, Rahul brought unique insights to the table on how they could formulate a platform that would cater to solving some vital problems that the community was experiencing. 

A conversation sparks an idea 

It is not every day that three people from very different walks of life bond over an idea. As Chaithanya, Nita and Rahul share the story of Yunikee’s inception, they are well aware of the incredible alignment of thoughts, among other things. 

“It was thanks to the COVID-19 pandemic,” says Chaithanya. The trio was discussing the unfairness of the situation — how abled students had the privilege of continuing their schooling online while students with hearing disabilities were denied this basic right. They figured that this discrimination extended beyond the classroom. 

“What if we were to start a platform that enabled hearing disabled people to access equal opportunities in terms of jobs, skillset training and more?” they thought. 

“That’s where it all started,” Chaithanya shares. And there was no looking back. 

“Yunikee is an actual word (in Telugu) that translates to ‘I exist. Don’t ignore me.’” The reason for this stark reminder is that, unlike people of other disabilities, deaf persons cannot be identified unless one speaks to them, says Chaithanya. 

He continues, “Through Yunikee, we wanted to bring an identity to them.”

As the trio dived deeper into the project, the most enthusiastic of them was Rahul. From personal experiences, Rahul’s views were cemented in the fact that the people of his community were not given the right tools that they needed to excel. He shares that there were “close to no learning platforms for deaf people at all”. 

Yunikee, he says, addresses this gap by empowering deaf adults to free themselves from the chokehold of dependency. 

“We are simply forced to continue our family business because of a lack of options in the job market. As someone who would scour the job market looking for jobs, and now as someone who is part of an initiative that trains deaf people to be adept at what they do, I have seen both ends of the spectrum,” Rahul says. “Yunikee enables us to be independent.” 

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Championing change through campaigns 

Yunikee has extended its services to over “50,000 deaf persons” across India through the wide gamut of activities, projects and campaigns that it conducts.  

Take, for instance, the ‘Sign Medium’. Over “10,000 deaf adolescents” have been taught sign language through this programme, which started in 2020. Chaithanya recalls, “We ran a social media campaign inviting those interested in learning ISL to register.” 

The response from this initiative was so overwhelming that Yunikee now conducts over 120 different courses such as stock trading, web development, IELTS and more for their participants today. 

Dibyendu, along with his parents, was part of one of these workshops conducted by Nita last year. “It was a very nice experience to learn sign language and be able to communicate freely. Earlier, I was only able to do some gestures and was not able to express myself freely. Now I can communicate with my family and deaf friends,” he shares. The 25-year-old is now working in the web development sector and is extremely happy with his prospects. 

What sets Yunikee apart is that the impact is multi-faceted, extending beyond a single participant. For instance, their ‘Champions League’ programme helps deaf people looking to start ventures of their own. By assisting them with workshops in sign language, completing legal formalities, and chartered accountancy services, the team ensures that they are well-equipped with everything they need to know before starting their business. 

The first cohort of the Champions League programme is ongoing, and Chaithanya shares that of the nine business ventures so far, three startups are already up and running. One of them is ‘Sign Skill Bridge’ founded by Vishnu Prasath from Madurai, Tamil Nadu. 

Sharing how the business incubation programme helped him, he says he owes it to the networking he was able to do in the past three months. “I have been learning a lot. Following step-by-step instructions, I successfully set up the ‘Sign Skill Bridge’ as a centre.” 

Encouraging others to also avail of it, Vishnu says that “the programme covers various courses that have made start-up and business establishment accessible for the deaf community entrepreneurs for the first time in India”. 

He adds that he is excited to see how it unfolds. 

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Though Vishnu had the idea for ‘Sign Skill Bridge’ for years, he never had the confidence to share it with the world due to communication barriers. But in 2022, a meeting with Yunikee opened him up to the world of possibilities. 

Today his learning centre empowers over 150 deaf persons with its inclusive classroom where courses such as web development, 3D painting, graphic designing and more are taught. 

Vishnu’s story reminds Chaithanya of the tremendous impact Yunikee has had on the people they have worked with. “Every time I doubt if we are on the right path, I think of Vishnu’s story and see it as a reminder to keep going.” 

Preparing for life – and more  

A unique aspect of Yunikee’s work is the partnerships they conduct. One such project in 2022 trained 10 deaf girls in Pakistan in hairdressing and applying makeup. These girls then went on to set up their individual parlours, says Nita. 

While enabling deaf persons to access mainstream jobs is one pillar, the other is enabling them to access what is duly theirs. Yunikee has successfully trained over 140 deaf people to appear for government exams, out of which, 40 of them have secured jobs. 

“Despite there being a one percent reservation in government sectors for deaf people, these positions often go vacant as the candidates are unable to clear the exams,” Nita explains. “That’s where we come in.” 

Anil Mishra, who took the course last year on banking using sign language, is now working at a bank in Ahmedabad. He says the nine months he spent learning were worth it and helped him clear the IBPS exam. “While there was always a one percent reservation for deaf people in banks, we had no support in learning and preparing for the exams.”

He gives the success of his credit to Sagar, who is one of the 40 team members at Yunikee who teach, mentor and formulate these programs. “Sagar sir taught us all the topics in detail enabling me to confidently take the exam which led to my selection.”

Nita shares that apart from her and Chaithanya, the team of 40 comprises deaf adults, each of whom brings in their own expertise and individual insights that contribute to making the platform a holistic learning space. “Being deaf themselves, they have lived experiences  and have an understanding of what is needed,” she says. 

As the trio recounts several gratifying moments through Yunikee’s journey, their stories are tinged with a deep sense of satisfaction as well as a need for advocacy. “There are still miles to go,” says Nita, echoing the thoughts of the other two. 

Edited by Padmashree Pande

“I am a farmer’s son,” says Madhu. “I have seen how farmers suffer due to crop failure, lower profits and climate change. I am trying to help them make more profits by converting their coconuts to cash flow.” 

He does this through his startup Tengin, based in Bengaluru. The engineer-turned-farmer makes Rs 4 lakh per month by selling virgin coconut oil, barfi, soaps, candles, sugar, chips, crockery shells, coir dish scrubbers, and more. What’s interesting about his products is that they end up using every single part of the coconut, ensuring that virtually nothing goes to waste.  

While Madhu was convinced that this was his calling, his father wasn’t of the same opinion. “No farmer would want his sons to join farming because of the losses,” he explains. 

He shares that even when he was working in the corporate world, his mind was occupied with thoughts of how he could increase farmers’ revenue by eliminating middlemen from the supply chain. 

Tengin also engages women self-help groups (SHGs) in his village to produce zero waste from the coconuts. He works with more than 20 farmers in Karnataka and Goa, along with nearly eight women from SGHs in his village to make the products. 

He adds, “With my startup, I can only hope to make the profession (farming) more profitable and appealing to the youth to carry on.” 

Here’s a look at how Madhu turned his passion into a venture: 

Prince says that the time he spent on the farm left an indelible mark on him — both for the way it allowed him to be close to nature, as well as for the memories he created spending hours with his friends, playing in the fields. So when he returned to his hometown during holidays as an adult, he found it surprising that there were hardly any children playing outside anymore. 

Most, he said, seemed to be engrossed in the virtual world. 

“I see that children these days are not interested in farming or outdoor activities. They are just playing their video games or are addicted to social media. It’s difficult to engage them with nature,” Prince tells The Better India.

He says that as a growing economy, we need farmers. It’s why he wanted to invoke this interest in children. “It’s not only good for the next generation, but also crucial for our future,” he opines. 

And that’s what his robot Gardro, which was built under the aegis of his company Freeman Robots, aims to do. This gardening assistance device…. 

‘Step outside, connect with nature’ 

Prince is a mechatronics engineer by training, having done his engineering degree from Salem College of Engineering and Technology. Alongside his love for farming, he always held a keen interest in building robots, he says.  

“I saw a lot of robotic farming equipment being built abroad, and thought of building [something similar] in India. I’ve grown up seeing people farm, so I want to make their lives easier. The ultimate goal is to make robotic farms a reality.”

Beginning his work on Gardro in 2021, Prince worked with the aim of helping children “step outside, connect with nature, and develop a true love for gardening”. To sell the robot, he launched Freeman Robots in the same year. 

Gardro is a battery-operated, compact robot that helps keep your garden weed-free, he explains. It weighs under 500 gm, and is 20 cm in length, 12 cm wide and 10 cm tall (height). It also comes equipped with a camera and an application. “You charge the robot and place it in one corner of your vegetable garden. Using our mobile application, we can set boundaries. As it is very small, it can manoeuvre under plants easily. It then identifies and terminates weeds.” 

Gardening made easy 

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He adds that Gardro is equipped with advanced sensors and algorithms that also provide insights about plant health and growth. “We can monitor the plants live through the camera on the robot. The Artificial Intelligence (AI) that I have incorporated in Gardro will compare images of healthy plants with the live images we capture, giving insights on plant health. We will build a strong image database on our application,” he adds.

“As the robot moves, you get the live visuals displayed on your mobile. You can also convert the normal video into virtual reality (VR) with a single click,” he adds.

Through VR, the user can see the plants and flowers in a magnified view, says the 29-year-old, comparing the view to the likes of Ant Man, a fictional superhero who can shrink to the size of an ant and view the world from a small insect’s perspective. “That’s how one can view their garden too,” he says. 

“It is a very interesting view for children too. It will help pique their interest in gardening. Through interactive displays or companion apps, they can learn about different plant species, understand their specific needs, and track their garden’s progress.” 

Prince says the products will be ready to ship in the next six months, with each robot costing anywhere between Rs 10,000 and Rs 15,000. 

Apart from children, he has devised this robot keeping senior citizens in mind.

“Gardro offers a chance for seniors to engage in gardening without the physical strain. Vegetable gardening is a very purposeful hobby, and I hope to make people realise that.” 

Prince also recalls the challenges in building this robot and says, “Building a robot is capital intensive. I faced several financial difficulties, and though I quit my job initially, I had to return to find funds to build the device. I hope to find investors soon to set up a manufacturing unit.” 

His purpose behind Gardro is to help people find joy in gardening the way he did. “This robot can help people of all age groups de-stress and enjoy. The younger generation can also explore planting different vegetables and fruits from the convenience of their homes.”

If you are interested in booking a Gardro, you can reach out via Instagram or Linkedin.

Edited by Divya Sethu

“I had been clinically diagnosed with major depressive disorder and anxiety. It was overwhelming and stressful to deal with the fact that there were so many things wrong with my brain and that I needed to medicate. The stigma and lack of support and empathy drove me to find the help and guidance I needed. The excel sheet with people’s real life experiences gave me the confidence to book an appointment,” says Maneka, speaking to The Better India. 

“Our first interaction helped me immensely because my emotions and fears were heard and not invalidated. The first few sessions helped me see life in a different light and the advice and guidance she provided regarding how to handle my professional and personal life has helped me turn my life around. I have now been off my medication and am capable of dealing with life confidently due to the help and guidance provided by Rohini and The Able Mind,” she adds.

Formally launched in April 2022, The Able Mind is a Bengaluru-based mental healthcare venture that has created an online and offline platform to allow anyone to connect with a certified psychotherapist for Rs 500 a month. 

The startup was founded by Rohini Rajeev, a social worker, psychotherapist and a licensed marital therapist, and her husband Rajeev Vijayan. 

Finding empathy

Born and raised in Tiruchirappalli, Tamil Nadu, Rohini completed her master’s degree in medical and psychiatric social work from a local college in 2002. Today, she is a doctoral scholar enrolled with the Tata Institute of Social Sciences (TISS), Mumbai, and on the cusp of obtaining a PhD in Social Sciences with just a semester left.

“My course in social work gave me the opportunity to participate in intensive training provided by a variety of social impact, non-governmental and government-run hospitals and psychiatric wards, etc. To prove ourselves valuable to society, we were taught to overcome our own stereotypes and biases before even thinking of supporting another,” says Rohini.  

“Clinical social work and psychiatry is a difficult and incredibly heartbreaking line of work, but it gave me an opportunity to help clients, particularly those who found little or no acceptance anywhere else. I began in residential rehabilitation (for people experiencing a dependence on alcohol or other drugs) and continued to gain knowledge on the job while also receiving training to support people experiencing different types of emotional distress,” she adds. 

Over the past 22 years, Rohini has transitioned from actively working in rehabilitation to practising psychotherapy with individuals, couples, and families.

Accessible, affordable

Before The Able Mind, Rohini ran a small private practice established in 2017.

“While it was heartening to be able to support those who reached out to me for help via other clients or referred by psychiatrists and general physicians, it was just before the pandemic when my husband and the co-founder Rajeev Vijayan, a ‘technology whizz’, came up with an idea. He began building an online platform for people to reach out more easily and also make consultations simpler and the counselling practice more scalable,” recalls Rohini. 

“Ease of accessibility and the affordability of the consultations helped me expand my counselling practice and the user base increased especially during the pandemic. This encouraged other private practitioners to join my platform as affiliate consultants,” she adds. 

Following on from this, between December 2021 and February 2022, Rohini and Dr Jessy Fenn, a faculty member at the Department of Psychology, Rajagiri College of Social Sciences in Kochi, carried out a pan-India survey on the state of mental health amongst youngsters above the age of 16. The study focussed on young people’s attitude, approach and acceptance of support. 

“The results of the unpublished study threw light on the mental health challenges our youngsters endure including anxiety, depression, body image issues, relationship challenges and loneliness, etc. The study also endorsed the fact that three-fourth of the respondents experienced emotional distress and mental health concerns over a six-month period but almost the same percentage of them did not seek professional mental health support,” says Rohini.

According to their study, these respondents did not seek help due to the fear of being judged, lack of awareness and time, extreme stigma, inadequate access to professional help especially in smaller towns and high cost of therapy. In fact, according to a 2023 study published in the Journal of Health Management, if a member of a household is suffering from a mental health illness they spend on average Rs 2,115 each month.  

Taking all those inputs into consideration, Rohini and Rajeev developed a mental health support app with some key features.  

All day, everyday

“The Able Mind app powers our text based services that allow clients to seek brief counselling services through live 15 minute chat sessions with a counsellor or asynchronous text-based psychotherapy (therapy over text). Research has shown that text-based therapy has been as effective as regular therapy in case of mild and moderate mental health conditions,” she says. 

According to Rajalakshmi R, a certified clinical hypnotherapist and trauma informed counsellor with a decade of clinical experience who works with The Able Mind, “The 15-minute chat gives users the opportunity to access help when they are going through a difficult time without waiting for an appointment or having to go through a long process of screening.”

“We additionally offer counsellor-led peer group sessions over chat and audio, a forum to collaborate and share personal stories anonymously, self help tools, assessments, a free resource hub, affirmative messages that empowers people to take care of their mental health proactively one day at a time, on our app,” adds Rohini. They also conduct workshops, mental health awareness sessions, POSH (prevention of sexual harassment) consulting services and curated ‘wellbeing training programs’ for corporates and individuals. 

“If a teenager is looking for help, all our support options (online and offline) are available, but they need to be registered by a parent/guardian. It is mandatory for parental consent to be sought for those under 18 in India before psychological support is provided. Once registered, the details of the session will be kept completely confidential unless we are dealing with psychosis, neurosis or self-harm given the legal mandate we operate under,” claims Rohini.  

But what sets The Able Mind apart from other such mental healthcare service providers? 

According to Rohini, “Users have direct access to a psychotherapist via an app and they don’t need to book an appointment. We offer preventive mental health services to help people avoid everyday stressors from building up. This reduces the risk of developing severe mental health issues in the long run. We also provide continued support that mitigates worsening of mental health symptoms; thus taking care of one’s mental health remains in one’s own hands.”

Going further, she points out that their services are affordable at Rs 500 a month, and they offer text-based therapy and support in nine regional languages apart from English. “We don’t employ bots. In other words, we use technology to support therapy; not to provide it. Also, we don’t look at mental health purely from the lens of counselling but we also aim to empower individuals with the right support and tools (meditation, breathwork, music) and techniques to take control of their own mental health wherever they might be on a daily basis,” she claims. 

The Able Mind has a team of about 20 in-house experienced mental health professionals with a master’s degree in psychology and at least 250 hours of supervised counselling experience. 

Take the example of Nikkita, a 28-year-old consultant psychologist from Darjeeling, who has in the past worked with neurodivergent children employing play and art therapy. She is also a certified trauma counsellor and an expert in adult ADHD (attention-deficit/hyperactivity disorder). 

“The Able Mind has exposed me to a lot of new things and encouraged me to step out of my comfort zone. We have a unique way to deal with mental health issues by helping clients deal with small everyday stressors before they lead to something bigger,” she says. 

As of July 2023, The Able Mind is supporting approximately 1,000 clients/patients through all their mediums. “Since our inception, more than 8000 people have consulted with us. Our app, meanwhile, has been downloaded about 13,500 times,” claims Rohini. 

What does good counselling mean?

As Rohini explains, “Trust is essential and that is built by being authentic, empathetic and non-judgmental. An effective counsellor will listen to you with understanding and compassion and without assuming or lecturing. They will help you to understand your own thoughts and feelings, and support you as you work through your issues. Being in therapy is hard because most of us are not comfortable with our own vulnerability. Therefore, it’s imperative for a counsellor to never trivialise a patient or client’s concerns and abuse their vulnerability. Our task is to ensure that they feel comfortable enough to embark on this journey of healing.”

Raman (name changed) was 19, struggling with severe depression, anxiety and ‘self-harming tendencies’ when he discovered The Able Mind last year. 

“With my first interaction with The Able Mind, I was immediately embraced by a wave of understanding and support. She (Rohini Rajeev) has ensured that I receive the best possible care by connecting me with a highly competent psychiatrist,” he says. 

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(Edited by Divya Sethu; Images courtesy The Able Mind)

“We slept on the floor for three months. Our kitchen and bedrooms were stacked with boxes. Finding our way to the bathroom amidst the boxes was a challenge, daily!” recalls Rahul Singh, co-founder of EcoSoul Home.

The couple laughs and shares the reality of startups, a far cry from the glitzy world many might imagine it to be. But this was the foundation for their current company, which is now poised to reach a $50 million revenue run rate.

Rahul Singh and his co-founder Arvind Ganesan quit their high-flying corporate jobs to build EcoSoul Home — a startup which sells eco-friendly home essentials with an aim to replace their plastic counterparts.

Riding the sustainability wave

Arvind and Rahul met during their stint at Wayfair, an American e-commerce giant.

“The idea for EcoSoul was born out of our experiences at Wayfair. We were tasked with exploring the creation of a sustainable product category for the company. As we delved deeper into the sustainability space and analysed consumer behaviour, we noticed a growing demand for eco-friendly alternatives. This realisation became our aha moment! We recognised that the market was ripe for disruption and that sustainable products had the potential to gain significant traction,” says Arvind, co-founder, EcoSoul.

“The first wave of transformation in consumer behaviour towards sustainability came in the food category. Today, many are consuming organic, unprocessed food. So, we figured the next breakout category had to be something that touches the food. For instance, your tabletop line, which is what we decided to sell. We wanted to disrupt this space,” adds the 40-year-old.

The co-founders quit their jobs in June 2020, right when COVID was beginning to rear its head in the US.

“We were basically solving for the three big As — awareness, affordability and availability. Awareness wasn’t a big problem as most people are aware of the harm that plastic causes. We had to keep our prices within 25 percent of single-use plastic to make it affordable. The major challenge was availability as we started during COVID,” says Rahul.

In order to make their products widely available, they had to work on a strong supply chain.

“We realised that this would be a supply chain game. A massive supply chain can only be built out of Asia, for which I decided to move to India. Another challenge was that it can’t be built sitting at home, which is where the world was in 2020. We slowly worked around it all,” says Rahul.

Building a strong supply chain

Amidst COVID, they built a supply chain in India, China, Thailand, and Mexico. The founders share how they experienced Murphy’s Law — ‘Anything that can go wrong will go wrong’ — when they worked on this.

Rahul explains, “While building a supply chain amidst the pandemic, we faced multiple challenges from raw material shortages to transportation bottlenecks, sky-high container prices and labour force constraints.”

He continues, “Finding big players in India in this segment was difficult. In China, a sugarcane bagasse factory has a capacity of 150-200 tonnes per day, while in India it’s just two tonnes. The scale difference is huge. We had to work on scaling up, which we did.”

They built a large factory for producing palm leaf plates in Tumakuru, Karnataka.

“There were small cottage industries in the palm leaf segment. So we worked with the Krishikalpa Foundation to build a large factory. Farmers from 21 districts came together and built a factory which has 45 machines today. All the products are exported,” he adds.

In June 2021, they started selling six products, including palm leaf plates and bamboo-based cutlery online in North America. They replaced plastic in everyday products, such as forks, spoons, cups, straws, plates etc. They also replaced paper with their compostable paper towels, which are actually made out of bamboo.

“We use agro-waste to make our products. We work with sugarcane bagasse, rice khus, wheat khus, and palm leaves. We also don’t cut any trees to make our products. All our finished products are replacements for single-use plastics,” explains Rahul, adding that all their products are “earthworm certified.”

“Since we don’t use plastic or cut trees, all our products are compostable. It’s good for soil health. Even earthworms can eat it after it gets composted,” he adds.

“We aim to provide consumers with credible, certified, and economically viable alternatives to single-use plastic products. Our vision is to revolutionise the sustainability space by addressing the critical challenges of awareness, availability, and affordability. We are committed to empowering consumers to make conscious and eco-conscious choices while contributing to a cleaner and greener planet,” says Arvind.

The company has now expanded to 42 products across six categories — kitchen, dining, tabletop, bath, baby and personal care. They are present in 5,000 stores across 11 countries including the US, Canada, Germany, UAE, and India.

EcoSoul launched in India with tableware items like palm leaf plates, cutlery, bowls, cutting boards, compostable bags, etc in December 2022. “Whatever we sell in India is made in India. India is our next big bet. We are already available online and are now planning to launch in 10,000 stores,” he adds.

The products are priced anywhere in the range of Rs 200 to Rs 800.

“I have been using sustainable products for the past few years. It is during the search for such products that I came across EcoSoul. I’ve been using their palm leaf plates and dinnerware sets. They are great for parties. I like the fact that it is compostable,” says Sonia, a customer.

Making mistakes on their own dime

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Being bootstrapped for the first 14 months of the business, their first investor was a retailer. “Our first retailer was enthused by our product’s performance. He was so happy that he cut us a $1,00,000 cheque. We had approached various VCs (venture capitals) but no one was willing to invest in the sustainability space then. We were so happy when a retailer invested in us, which is rare,” says Rahul.

Customer reviews also buoyed the team.

“We were all in. I had sold my house, Arvind had sold his shares, and we exhausted our savings. When we saw a repeat purchase rate of more than 30 percent, we were ecstatic. It was the silver lining for us. Reading positive reviews about the quality felt great,” he adds.

The founders’ 15+ years of experience in big banks and corporates, combined with their bootstrapped approach, provided them with valuable discipline and perspective.

“Being 40-year-olds, we have helped scale many companies and products. We used this experience and maturity when we started our business. It was a calculated risk. Not getting investment, in the beginning, was actually a blessing for us. We built a business model that was inherently profitable,” says Rahul.

He advises budding entrepreneurs not to be swayed by the allure of startups.

“Everyone thinks that starting your own company is glamorous. It’s not. There is nothing wrong with having a regular nine-to-five job. And even when you decide to start out, don’t build a company that survives on VC money. That is a dangerous business model,” he shares.

Meanwhile, Priyanka Aeron, India Managing Director and Head of Global HR & Tech, swears by the philosophy — “We do not inherit the earth from our parents; we borrow it from our children.”

“Our extensive range of home essentials embraces our idea that we don’t own the Earth. We are merely borrowing it from the future generation. So, even if it’s for the long haul, easier yet impactful changes can go a long way in altering our carbon footprint,” she says. 

If you wish to explore their sustainable products, you can visit the official website here.

Edited by Pranita Bhat; All pictures courtesy: Rahul Singh, EcoSoul.

“Since then, delivering taste and nutrition, while keeping our offerings affordable for all of India has been of utmost priority,” Raju tells The Better India. 

Hailing from Amalapuram in Andhra Pradesh, Raju worked in the IT sector for several years in the US. In 2012, he quit his job as the global delivery head of a large firm to pursue his entrepreneurial dream. This journey began with a cloud kitchen that he ran till 2017. After selling it that year, he realised that food and nutrition were two areas he wanted to continue to focus on. 

That is how Hyderabad-based Troo Good, a millet snack company, was formed in 2018. It sells around 2 million millet chikkis per day, and is on track to achieve a revenue of Rs 100 crore this year. 

But why millet? 

Chikki: India’s nutri-bars

“Since I wanted to make the food affordable, I needed something locally available. Quinoa is a good, healthy alternative to wheat, but it is expensive and has to be imported. Then I found millets, which are the best choice. They are as economical as wheat, but much more nutritious,” he explains.

The Food and Agriculture Organization of the United Nations (FAO) says that millets provide antioxidants, minerals, fibre, iron and protein, alongside being gluten-free with a low-glycaemic index. Millets are also economical as they require less water and fewer pesticides, and are also climate resilient.

Raju explains that he began his journey with selling millet parathas to “provide the same taste and higher nutrition at the cost of a normal wheat-based paratha”. “After selling Hello Curry, I started selling jowar and bajra parathas to local schools and corporations in Hyderabad,” says the 47-year-old, adding that keeping up with the demand eventually became an issue. 

Though he began with selling 1,000 parathas a month, he scaled up to 90,000 in a matter of three months. However, another challenge was the short shelf life of the parathas, alongside the fact that Raju’s venture was bootstrapped. 

“To manage the demand, I would need a humongous distribution network. I decided to shift focus to something with a higher shelf life,” he explains.

And that gave birth to the hugely popular millet chikki.  

Betting on the humble millet

“I found that in India, the Rs 5 and 10 snack market is huge. You mostly get chips, biscuits and other snacks in that price range. I saw that existing options only cater to taste. I wanted to focus on three fundamentals through Troo Good — affordability, taste and nutrition.” 

Since the millet parathas were already such a hit, he started working on how the grains could be turned into snacks. He then found the chikki, which is known to have a higher shelf life, to be a perfect vessel to help him with his vision.

With an in-house team of scientists, he formulated the millet chikki, which contains ragi, jowar, bajra and peanuts. 

“We have improved the nutritional value of this chikki due to food fortification. Food fortification is the practice of adding essential vitamins and minerals to commonly consumed foods during processing to increase their nutritional value,” says Dr A Laxmaiah, former scientist G (Director Grade Scientist) & head, Division of Public Health Nutrition; head Research and Development and Quality, Troo Good. 

Hiring, producing, and selling locally

As per the National Family Health Survey (NFHS-5) 2019-21, undernutrition remains a big problem among children. If we take the example of Chattisgarh, the survey found that 31.3% children under the age of 5 are underweight and 34.6% are stunted. The study also found that girls, women, and young mothers are anaemic. 

“Troo Good’s millet chikkis have protein, iron, and beta-carotene. For children, the consumption of this wondergrain helps battle deficiency diseases like Bitot’s spots, night blindness, corneal ulcers, keratomalacia, anaemia, and helps in growth and development,” adds Dr A Laxmaiah. 

Troo Good sells these chikkis in schools across Telangana, Andhra Pradesh and Chhattisgarh. “Today, we are dealing with a major issue of malnutrition. I found that millets could be a panacea for solving the nutrition issue in the country,” Raju notes. 

When they first began their operations in 2018, Troo Good started by selling 100 kg a day. In September, a sudden uptick in demand meant that they needed to produce at least 5,000 kg a day. 

“We don’t outsource our production, so scaling was a huge challenge for us. I believe in hiring locals, procuring raw material locally, producing locally and selling locally. Suddenly a tsunami hit us in terms of demand and we were not prepared. We just didn’t have the infrastructure. We needed to add at least three new factories in 10 days,” says Raju.

To do this, he booked buses and sent his employees to remote places in Chhattisgarh and nearby states. “We needed skilled manpower. My team members went to villages and spent nights in the houses of contractors. We had to add factories at lightning speed. With a ton of courage, we added three factories in 15 days and increased our volumes to 5,000 kgs,” adds the CEO, adding that they then scaled to 30,000 kg, and so on. 

Raju adds that by producing themselves, they are able to have higher margins, as well as provide employment. They have five manufacturing facilities in Telangana, Andhra Pradesh and Chattisgarh.

With a revenue of Rs 53 crore in FY 2022-23, they are on track to achieve a Rs 100 crore revenue in this financial year, he says, adding that they have sold 40 crore millet chikkis so far. 

To aid in operations, they also hire locally and work with self-help groups, with 80% of their factory workers being women, according to Raju. “Wherever we go, we train the women at the self-help groups. We also help farmers by directly buying from them, helping them increase their profits,” he adds.

Saving water, one chikki at a time

They are currently working with the Telangana, Andhra Pradesh and Chattisgarh state governments on multiple initiatives including child welfare, young mothers welfare and the mid-day meal scheme. They have also tied up with The Akshaya Patra Foundation in Karnataka and Vedanta in Uttar Pradesh to supplement nutrition in the Anganwadis. 

Through their farm to fork approach, the company works with about 15,000 farmers in these states directly. Raju says that Troo Good is the largest purchaser of millets in the country. 

Millets are farmer-friendly crops and also beneficial to the environment. According to a NABARD report, millets can be cultivated in areas that have low rainfall and poor soil fertility. The report adds that millets are tolerant to drought and have higher nutrient content compared to major cereal crops and ensure food and nutrition security. 

Raju says that while rice requires about 4,500 litres of water per kg, millets require 800 litres. “We have helped conserve 24 billion litres of water so far,” he adds.

Edited by Divya Sethu

Sources:

FAO

NFHS-5

NABARD

Cut to 2015 in Rajasthan, and Awais’ love for space got wings at the BITS (Birla Institute of Technology and Science) Pilani campus.

“There wasn’t much to do outside the campus and I looked for ways to keep myself occupied after classes. In the first and second years, I was part of a student satellite team called Team Anant. We worked on satellites with ISRO scientists. This was my first brush with satellites and I loved it,” says Awais Ahmed, who is the co-founder and CEO of Pixxel today.

Fixing his eyes on space

In his second year of college, inspired by Elon Musk, Awais founded Hyperloop India in 2016 along with a few others.

“Musk kept tweeting about hyperloops at that time which piqued my interest,” he says. The SpaceX CEO envisions the hyperloop as an “ultra-high-speed public transportation system” in which people would travel in “autonomous electric pods at 600+ miles per hour.”

SpaceX held a Hyperloop Pod competition from 2015–2019 in which student teams had to build a subscale prototype transport vehicle. And Hyperloop India participated in the competition in 2017. “We had to build a hyperloop pod that could travel in a one-mile-long vacuum tube at fast speeds. We were one of the 20 finalists from 2,500 global teams,” says Awais.

As a student, his first brush with entrepreneurship was manufacturing this hyperloop pod with limited resources. He says his team managed to manufacture it in three months and took it to the SpaceX factory in Los Angeles.

“When I saw the Falcon 9 rocket there, I was mesmerised. I realised that space was my calling and that I wanted to make a lifelong career in it. I wanted to explore how space can be used to contribute to the betterment of the planet,” adds the entrepreneur.

Back at Pilani, Awais dug deep into space technology and its different avenues.

“Satellite imagery seemed like an interesting area. I found that the existing satellite data was good, but not good enough in many use cases. For instance, it can’t detect underground oil leaks, identify species and subspecies of crops and trees, or detect effluents and their composition in water bodies. I knew that it could be much better. That’s when I zeroed in on hyperspectral imaging satellites and launched Pixxel,” he says.

In February 2019, Awais co-founded Pixxel along with Kshitij Khandelwal and two other engineers.

Their goal is to create and launch a group of advanced imaging satellites called hyperspectral imaging satellites. These satellites would be capable of capturing images of every location on Earth every day. Additionally, Pixxel aims to develop a planet-wide health monitoring system.

Monitoring the Earth’s health

Hyperspectral imaging gives much more detailed information than normal cameras.

“When accidents cause internal bleeding, normal cameras cannot see what’s happening inside. So we use ultrasound and MRI imaging. Similarly, when there are gas leaks or crop diseases, normal satellites cannot see what’s wrong. This is where hyperspectral imaging satellites come in. They can capture images in over a hundred wavelengths,” explains Awais.

Combined with analytical tools, this data can be used to find out information about agriculture, mining, the environment, etc. “Similar to how sensors in a hospital monitor our vital signs like heart rate and blood pressure, satellites can observe various aspects of our environment. They can detect the amount of pollutants in the atmosphere, measure water pollution, identify gas leaks, and assess the health of our forests and soil,” adds the space enthusiast.

As Pixxel notes on their website, “Identifying these resources will be the precursor to building infrastructure in space that will shift heavy industry away from earth. Thereby giving us a realistic shot at reclaiming our planet from the irreversible effects of climate change.”

Pixxel monitors the ‘pulse of the planet’.

Awais adds that with the help of the information captured by the satellites, it can help companies make better decisions for their businesses.

“For example, when fertiliser companies buy our data, they can find out where nitrogen is lacking in the soil by using a nutrient map. Companies can also check the performance of their crops and identify areas where crop diseases are more prevalent,” he says.

Its clients are spread across various fields like agriculture, oil and gas, mining and environmental businesses. Australian cloud-based agritech company DataFarming is one of Pixxel’s 50 customers.

“We have been well serviced by multispectral data for over 20 years. In fact, we have 28,000 farms regularly accessing the DataFarming platform. However, when we want to dig deeper, there are two main issues — spatial resolution and spectral resolution. As farm sizes increase and we move into the age of automation, technology is going to need to fill the gap of determining crop issues earlier. And this is where hyperspectral data and parallel research come in,” says Tim Neale, Managing Director at DataFarming.

Pixxel has launched three satellites so far and is gearing up to launch six more early next year. In April 2022, it launched ‘Shakuntala’ on the SpaceX Falcon-9 rocket, becoming one of the first Indian companies to launch a commercial satellite. 

In November 2022, Pixxel launched it’s third hyperspectral satellite ‘Anand’ on an ISRO PSLV-C54 rocket. Anand is a 15 kg satellite that will view our planet in detail and provide environmental data through more than 150 wavelengths. 

Overcoming funding challenges

For a bunch of 20-year-olds, raising funds and building hardware was a major challenge. To secure their first funding, they reached out to the alumni of BITS Pilani. “We travelled to the San Francisco Bay Area to meet our seniors and convince them,” he adds.

With the onset of COVID in 2020, the launch of their first satellite was also delayed.

“We had to build completely new hardware and we required a lot of money to build and test it. COVID further slowed us down. We couldn’t work on our hardware at the pace we usually do. We also faced supply issues which delayed our launches. However, we kept ourselves motivated,” says the CEO.

Earlier this year, Pixxel raised $36 million from investors including Google. From four people in 2019, they’ve now grown to a big team of 147 employees.

Awais, a 25-year-old now, has realised a few dreams he saw as a child. He is working on cutting-edge space technology and has sent satellites into orbit. He says, “I still have many more dreams. I want to be able to travel and live on a colony in space.”

Edited by Pranita Bhat

“I got married in 2015 and used to wear business formals to work. My mom would always ensure that my clothes were perfectly washed and ironed. When we had to set up a house after marriage, I found that the most arduous task was taking care of clothes. My wardrobe was a mess. Many of my clothes started getting ruined, some would get colour on them, and some would shrink. I was very frustrated,” says Gunjan to The Better India.

What she found missing, at that point, was a professional laundry service. Sure, dry cleaners existed, but there were no laundromats, she says.

At the same time, her husband Arunabh Sinha was heading the North India business of a budget hotel chain. While helping them expand their business in North India, Arunabh found that the biggest problem they were facing across the country was laundry related.

“We would get complaints daily regarding dirty bed sheets, towels, and clothes. The laundry service was not good,” says Arunabh, an IIT-Bombay alumnus.

Armed with these facts, the couple started thinking of launching a laundry business. “As I looked for a solution to the laundry problem in the hotel, I started researching the market. I found that the industry was unorganised, and there were no professional players other than our neighbourhood dhobis,” he adds.

According to RedSeer’s research report India Laundry Services Market, “India’s laundry market is expected to grow to $15 billion by 2025”. Out of this, the organised sector is less than five percent of the market.

So, they decided to take up the opportunity to organise the laundry industry and offer ‘quality and consistent services’. Arunabh quit his job in August 2016, and they launched a laundromat service called UClean in January 2017 with a capital of Rs 20 lakh, which has grown to a Rs 100 crore business today.

Creating microentrepreneurs

With the seed sown in their minds of doing something in the laundry industry, Faridabad-based Gunjan and Arunabh took inspiration from the flourishing laundromat culture in South East Asian countries.

“We travelled to Indonesia, Malaysia, Thailand and Singapore, and found the laundry industry thriving. Indonesia was really an eye-opener. In India, most give their clothes outside for ironing. So we wondered, ‘Then why not for washing?’ That’s when we realised that it’s more of a supply problem than demand,” adds Gunjan, co-founder and head of product and marketing, UClean.

There were attempts to uberise the laundry industry in the early 2010s, but logistics remained a major problem.

“Most of these laundry businesses operated through a hub and spoke model. They had their factories far away and logistics ate up their margins. Customers also complained about delays in the delivery of laundry. There was also an issue of transparency and trust. But even with these issues, people were giving their clothes, which showed us that the demand was there,” adds Gunjan.

So they decided to go the franchise route.

“We launched a live laundry model where everything is handled hyperlocal. Anybody can visit our laundromats and see our machines, irons and detergents that are being used. You can see how your clothes are washed. The customer deserves to know,” says Arunabh.

Since every neighbourhood is different in India, they decided to work with locals.

View this post on Instagram

A post shared by UClean (@_uclean_)

“Dynamics change every 30 km. We would have to customise for every neighbourhood. So we developed a strategy that would work everywhere — working with local players. They know their locale well and what people want. This way, we are also creating micro-entrepreneurs,” he adds.

He further says that they structured an existing need and focused on delivering quality. They knew that laundry is an essential service and many need help with it. By offering a simple, daily service, they’re earning in crores.

Their most popular service is ‘Laundry by Kg’ where you can get your clothes ‘washed and folded’ or ‘washed and ironed’. They also offer steam ironing, dry cleaning, shoe, carpet, sofa and bag cleaning services.

Today, UClean has 350+ stores across 100 cities in India.

In 2019, they became the fastest retail chain to touch 200 franchisees, overtaking Subway, which had the record, shares Gunjan.

“I’ve always found dry cleaners very expensive. At the same time, washing and ironing clothes took the majority of my time. A UClean store opened up near my house about a year back and I’ve been regularly giving my clothes to them. It’s quick, clean, and saves me a ton of time,” says Swati, a UClean customer in New Delhi.

Overcoming social stigma

While the idea was great, the couple faced several challenges, both on the personal and professional front. Arunabh’s family was not happy about him quitting his well-paying job to ‘wash people’s dirty linen’. Despite having run a successful startup called Franglobal, he had a hard time finding investors.

“I was at a very well-paying job when I decided to chase this idea. My family was scandalised that I was quitting my job to ‘become a dhobi’. Even when we started looking for investors, while they were happy with the idea, no one was willing to be the first one to invest. We were rejected by almost 50 investors in the first few months,” he adds.

They were able to convince a dry cleaner to invest and open the first two stores of UClean. It took them 100 days to find an investor. Though Arunabh quit his job in August 2016, the first store was opened in January 2017.

And then, there has been no looking back. What started with a seed capital of Rs 20 lakh has a turnover of Rs 100 crore today.

“Our mission is to build the laundry industry of India. We are also creating a lot of micro-entrepreneurs along the way. We want to be present in all neighbourhoods by 2028 and open 6000+ outlets in the next five years. We also plan to expand to the Middle East and North Africa (MENA) region,” says Arunabh.

Edited by Pranita Bhat; All Pictures courtest: UClean.

Sources

‘India’s laundry market expected to grow to $15 billion by 2025: RedSeer’ by Peerzada Abrar for Business Standard, Published on 5 August 2021

“Finding work even twice a week in the fields or anywhere was a big support for us. The money we earned was very less, so we could not feed our kids well. We also could not send them to school for the same reason,” she shares, adding that they were considering migrating to Gujarat in search of better work opportunities.

However, the scenario changed when Aazol — an authentic Maharashtrian snack business hired her to make snacks from her home.

“Since I got hired with Aazol, I work for five days a week, and I have been able to earn around Rs 30,000 a month. My children are getting an education and are not malnourished anymore,” she tells The Better India.

Aazol has been helping over 1,000 women like Sunanda from 17 Self Help Groups in various districts of Maharashtra.

A tryst with destiny

A Mumbai-based mother-son duo, Apurva and Siddharth Purohit founded Aazol which serves authentic and lesser-known snacks from Maharashtra to customers across the country.

Apurva had a flourishing career in the corporate world with over three decades of experience and Siddharth was working as a consultant. But despite their divergent professional paths, the duo’s shared desire to make a positive impact on underprivileged communities remained steadfast.

“While I have been in the corporate world for a long time, all along I had this strong urge to do something for the underprivileged. I come from a typical Indian middle-class family. I worked hard, got into good colleges and built this life from the ground up. However, the opportunity to do all that was given to us. Therefore, I felt like there should be avenues for others to grow too,” says 57-year-old Apurva.

Wanting to quit and move into the social sector, Apurva expressed this desire to her son.

“Although I was very happy in my career, the urge was always there. However, when we were home because of the pandemic, it became stronger. I had a lot of time to think. This is when I started to question whether what I am doing is enough,” she notes.

“The social divide of our country became so much more visible. I started to ponder if I could be of some help and if I could use my resources to make things better,” she says.

The birth of Aazol

Apurva decided to take early retirement in 2021 to brainstorm ideas. 

“When I spoke to my son, I realised that he is also passionate about helping the bottom tier of society. This was it; we both made up our minds to find a way of helping the underprivileged by giving them a livelihood,” she says.

The same year, Apurva and Siddharth went to Mahalaxmi Saras Exhibition which happens every year in Mumbai.

“This exhibition is by people from all across Maharashtra from various SHGs showcasing and selling their produce. While chatting with these women, I realised how they did not have many avenues to sell these products. There were so many snacks and products like chutney, sauces and syrups that I had never seen before,” she says.

“Having lived in Maharashtra my whole life I was shocked to see so many snacks that nobody knew about. Additionally, all these were handmade and without preservatives. Those women also told me how they do not have much employment and were constantly under financial stress,” she adds.

Their conversations with the women gave the duo the idea of starting a company that could bridge this gap. “We thought ‘Why don’t we create a marketplace and supply chain for these women?’ and then in September 2021, Aazol was born,” she says.

Making rare foods available to the world

The mother-son team went to various remote villages in search of authentic food made by the locals.

“My son even visited Naxalite villages to get their authentic snacks and bring them to the world,” she says. “For instance, the tribal women in some villages make mahua ladoos which are made using mahua flower and jaggery. It is endemic to the region and is not well known,” she says.

Aazol has been in corporation with 17 SHGs from various districts of Maharashtra including Nandurbar, Wardha etc. Each of these self-help groups employs 20 to 200 women every day.

The company acts as an intermediary between the end consumers and women in the village who make these products for them. Its wide range of Maharashtrian snacks includes various types of chutneys, indigenous rice like Indrayani rice, spices, papads and ladoos.

“All the products are handmade or locally grown or made using traditional recipes. They are also fresh and preservative free,” says Apurva.

“We also ensure that all the women are paid upfront within 15 days of the delivery. We do not wait for the sale to happen to pay them. These women work very hard, and I just want to ensure that they get their fair share,” she says.

Sharda Gajanan Thakur (47) who has been working with them for two years, says, “In my village in Wardha district, there are no other work opportunities other than working in the fields. Women are mostly bound to stay at home. Farmers committing suicide is very common here. When I started working with SHG and Aazol, I could not believe that something like this was possible. Many women from my village joined too. I get paid regularly and my household’s income has now reached Rs 35,000 a month.”

In only a year and a half in business, the company has been able to cater to hundreds of customers in Maharastra and around the country. Their products are priced in the range of Rs 150 to Rs 800 and are available to buy on their website and on aggregators like ONDC, Amazon, and Flipkart.

Reflecting on their journey, Apurva says, “When I decided to switch from a well-established career to a startup, where I did not even have an office, was a huge step for me. I was scared, but in my heart, I knew that this was my calling. I recognise the privilege I had in getting an opportunity to get a good education, but many do not get that. I just wanted to give back to society when I still have the energy and calibre to do so.”

Edited by Pranita Bhat

“They help me in every way, right from buying vegetables, procuring medicines, and paying my electricity bills. Quite often I have to visit the doctor and they help me in that as well. Any old person would need such help. They are invariably polite and nice. They ensure I am fine. They are like another son or a daughter to me,” she tells The Better India in a breathy voice.

Behind this care is Pune’s Tarun Sharma, who has launched Yodda Eldercare, a technology-driven startup that caters to senior citizens with emergency response, healthcare help, and day-to-day services at any time.

Two unfortunate events