Mumbai (Maharashtra) [India], May 28: Jamnabai Narsee School celebrates outstanding board results and continues to champion holistic education, emotional well-being, future-ready learning, and strong parent-school partnerships.

Under the leadership of Trustees Shri Jairaj Thacker and Principal Sonali Gandhi, JNS, Mumbai continues to strengthen its legacy as one of India’s leading educational institutions by integrating academic excellence with holistic development, emotional well-being, innovation, and value-based learning.

Rooted in the institution’s enduring philosophy of “Excellence through Endeavour,” the school remains committed to nurturing students who are academically competent and who also demonstrate character, compassion, resilience, and ethical grounding.

Speaking about the school’s vision in today’s rapidly evolving educational landscape, Principal Sonali Gandhi said, “In a world of AI, flux, and noise, our vision is to build children who have both competence and character. We don’t chase trends — we build humans who can think clearly, act ethically, and strive consistently, no matter how the landscape shifts.”

She acknowledged that the institution’s direction is inspired by the vision of Managing Trustee Shri Jairaj Thacker, whose belief in strong values and purposeful education has shaped generations of students into compassionate, responsible individuals prepared for an ever-changing world.

As Principal, Sonali Gandhi has focused on building a culture centred around “depth over speed, respect as practice, and joy as non-negotiable.”Under her leadership, JNS has cultivated an environment where effort is honoured, curiosity is encouraged, and excellence is nurtured as a lifelong habit rather than a momentary achievement.

The school recently achieved outstanding results in the 2026 board examinations, reinforcing its reputation for academic distinction. In the ISC Class 12 examinations, JNS secured a 100% pass result, with all 261 students successfully clearing the examinations. The cohort delivered exceptional performances across all streams, with 172 students scoring above 90% and the overall aggregate standing at 88.3%.

Among the top achievers were Shruti Mehta, who secured 99.25% in Humanities; Mokshaan Amit Jain scored 99.5% in Commerce, and Annanya Mitesh Desai, who achieved a perfect 100% in Science. Ranveer Nikhil Jain and Yuveer Amit Mulchandani both scored 99.75%, while Nitaant Nirav Meswani secured 99.5%.

In the ICSE Class 10 examinations, the school once again recorded a 100% result, with all 281 students passing with distinction. The aggregate stood at an impressive 92.12%, while 205 students scored above 90%. Leading the cohort were Kyna Jay Solanki with 99.6%, Agastya Sajeel Gupta and Jayvir Tejas Goradia with 99.4% each, followed by Shreyas Agarwal with 99.2%.

While celebrating these accomplishments, the school reiterated that marks alone do not define success. Principal Sonali Gandhi emphasised that board examination results are milestones in a child’s journey rather than the destination itself.

As exam pressure increases, she highlighted the school’s proactive approach to emotional well-being and mental health. “We normalise the pressure and equip students for it,” she said. “Through in-house counsellors, mindfulness sessions, open forums with parents, and ‘no comparison’ classrooms, we ensure students feel emotionally supported during demanding academic phases.”

The school also places significant emphasis on sports and physical activity as essential tools for stress management and emotional resilience. Time spent on the field, recreational engagement, and team participation are viewed as equally important in helping students maintain balance, discipline, and self-belief.

JNS has continued to strengthen its parent-school ecosystem through an active, engaged PTA culture. The institution sees the PTA as a vital link between home and school, turning “Excellence through Endeavour” into a shared community practice.

From organising Grandparents’ Day and annual fun fairs to conducting parenting workshops, career talks, health initiatives, and sporting events, the PTA plays an integral role in student development and school culture. The relationship between parents and educators at JNS has evolved from passive communication to active partnership, built on dialogue, transparency, and mutual trust.

The institution also continues to invest extensively in teacher training and professional development. Weekly department circles, peer observations, pedagogical workshops, technology integration programmes, and external training collaborations help educators stay adaptive, inspired, and future-ready.

Under the guidance of Trustee Shri Sujay Jairaj, Jairaj Thacker, the school has embraced experiential learning, innovation, digital integration, and continuous infrastructure enhancement to prepare students for a rapidly evolving world. We focus on equipping learners with critical thinking, creativity, adaptability, collaboration, and ethical leadership skills that go beyond traditional career paths.

JNS leadership is optimistic about the National Education Policy, multidisciplinary learning models, technological advancement, and the growing emphasis on flexibility and personalised education.

Looking Ahead

Principal Sonali Gandhi shared the school’s long-term aspiration: “We want JNS to remain a school that the world respects and the child trusts, a place where every student finds both wings and roots, where innovation serves humanity, and where every graduate walks into the world carrying competence, compassion, and quiet confidence.”

With generations of students, teachers, and alumni remaining deeply connected to the institution, Jamnabai Narsee School is inching towards the completion of its sixth decade, continuing to strengthen its legacy—not through infrastructure or rankings, but through the lives, values, and people it shapes.

This story is released by Satish Reddy from http://worldnewsnetwork.co.in/

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Vadeesh Budramane – Founder and CEO of AlgoShack

Bangalore (Karnataka) [India], May 28: He helped launch one of the most complex healthcare IT systems in British history. Today, he is solving the problem that broke every software team he has ever worked with.

There is a moment in every engineer’s career that defines everything that comes after it.

For Vadeesh Budramane, that moment came somewhere inside the NHS Lorenzo project – the United Kingdom’s flagship electronic health record platform and one of the largest, most complex healthcare IT deployments in British history. As the delivery lead for the India team, Budramane sat at the intersection of everything that can go wrong when software quality is treated as a downstream concern rather than a foundational one.

Delays. Defects discovered too late. Test cycles that could not keep pace with a system of staggering complexity. The cost – in time, in resources, in risk to patient outcomes – was not abstract. It was immediate.

“That project taught me something that I have never been able to unlearn,” Budramane says. “When software fails in a healthcare environment, the consequences are not just technical. They are human. And the root cause, almost every time, is the same: testing that started too late, ran too slowly, and broke the moment the system changed.”

He carried that lesson with him through subsequent senior leadership roles at CSC India and other corporates, managing enterprise technology at a scale few Indian engineering leaders have experienced. But in January 2018, he stepped into something that three decades of corporate leadership had never quite prepared him for.

He started from scratch.

The Problem That Would Not Go Away

AlgoShack was founded on a single, stubborn conviction: that software testing was not merely underperforming – it was architecturally broken.

The tools that most enterprise engineering teams relied on had been designed for a world of quarterly releases, manual scripting, and stable application environments. By 2018, that world no longer existed. Agile sprints compressed delivery to two-week cycles. DevOps pipelines demanded continuous integration. Applications were updated not annually but daily. And yet, the testing model – scripted, manual, resource-intensive – had not fundamentally changed in fifteen years.

“We were applying 2005 thinking to 2018 problems,” Budramane says. “The gap was not going to close with more engineers. It was going to close with a different architecture entirely.”

That architecture became algoQA – AlgoShack’s flagship AI Augmented Autonomous Testing platform. Not AI-assisted. Not AI-enhanced. Autonomous. The distinction is one Budramane draws deliberately and repeatedly.

Where conventional automation tools require engineers to write scripts, maintain locators, and manually update test suites when applications change, algoQA generates test cases from a simple application profile and self-heals when the system it is testing evolves. The result: up to 80 percent reduction in testing costs, up to 80 percent reduction in testing cycle time, and more than 90 percent test coverage – without a single line of manual scripting.

Building Without a Safety Net

What makes AlgoShack’s story unusual in the Indian SaaS ecosystem is not the technology. It is the discipline.

In a funding environment where valuation milestones and venture capital rounds define the startup narrative, AlgoShack has grown entirely on the strength of its delivery outcomes. Fifty-five percent compound annual growth rate. Four consecutive years. Zero external funding. Three hundred plus professionals. A workforce where more than 37 percent are women in engineering roles.

“I was not interested in building a company that needed a fundraiser to prove its value,” Budramane says. “I was interested in building a company whose clients would prove its value for us.”

That client-outcome obsession is reflected in AlgoShack’s enterprise Net Promoter Score of 94 – a figure that places it in the company of the world’s most trusted B2B technology platforms – and a SaaS NPS of 81. Both figures are independently tracked and consistently maintained.

The company is also building its intellectual property foundation with unusual seriousness for an Indian product startup. Two patents were published as on  May 2026, covering core innovations in autonomous test generation and auto-healing architecture. Four additional patents are in progress.

The Frontier

Today, AlgoShack is ranked 27th globally among more than 900 test automation companies. The company holds ISO 9001:2015 certification alongside IEC 62304 and ISO 14971 attestations – credentials that make algoQA one of the few autonomous testing platforms in India cleared for deployment in regulated medical device software environments.

Enterprise clients across MedTech, Banking and FinTech, Retail and Digital Commerce, and Enterprise Software verticals have deployed algoQA at scale. The platform is rated 4.9 out of 5 on G2 and 5 out of 5 on SoftwareSuggest – independently, by the engineers who use it daily.

Vadeesh Budramane is 35 years into a career defined by the belief that software quality is not a phase in the development lifecycle. It is the lifecycle.

From the corridors of NHS Lorenzo to the engineering floors of a Bengaluru product company rewriting how the world tests software – the conviction has not changed.

The platform built to carry it has.

Vadeesh Budramane is the Founder and CEO of AlgoShack Technologies, a Bengaluru-based AI product company and developer of algoQA – India’s leading AI Augmented Autonomous Testing platform. AlgoShack Technologies is headquartered in Bengaluru, India.

Website: www.algoshack.com

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Mumbai (Maharashtra) [India], May 29:  Alan Scott Enterprises Limited (ALANSCOTT, BSE: 539115), a diversified innovation-led enterprise focused on building future-ready businesses across wellness, AI, automation, clean-tech, education, and infrastructure solutions, has reported its Audited financials for Q4 & FY26.

Key Highlights 

Q4 FY26 Financial Performance 

• Total Income stood at ₹8.35 Cr 

FY26 Financial Performance 

• Total Income reported at ₹35.51 Cr 
• Achieved YoY growth of 14.77% 
• Reported EBITDA of ₹1.88 Cr 
• EBITDA Margins at 5.29% 

Q4 FY26 Segmental Revenue 

• Retail: ₹7.10 Cr 
• Automation & Robotics: ₹0.87 Cr 
• Other Segments: ₹0.38 Cr 

FY26 Segmental Revenue 

• Retail: ₹31.67 Cr 
• Automation & Robotics: ₹1.77 Cr 
• Other Segments: ₹2.07 Cr

Note- Other segments include – Alan Scott Next & Alan Scott Frontier

Key Operational Highlights

Alan Scott Living (Retail & Consumer)

• MINISO franchise delivered strong growth, with quarterly sales rising to ₹710.04 lakhs vs ₹562.30 lakhs YoY 
• Continued focus on improving unit economics and store-level efficiency over aggressive expansion 
• Satwik Himalayan Products and Fusion Resonance are in the active commercial rollout phase 
• Ongoing efforts to build distribution partnerships 

Alan Scott Works (Automation & Robotics)

• Business is undergoing a transition toward higher-value integrated solutions 
• FY26 marked as a structured recovery phase 
• Envirotech products in the customer validation stage 
• Vajrashakti commenced commercial sales under the ZestWatt brand 

Alan Scott Next (Digital & Platform Businesses)

• Learnix entered early commercial rollout with paid institutional pilots 
• Core platform remains stable and market-ready 
• UpnUp Life is in the proof-of-concept stage, with external pilots underway 

Alan Scott Frontier (Emerging & Deep-Tech Initiatives)

• Omnis AI launched enterprise AI platform Zynd.ai, with external pilots in progress 
• Bluverge initiated paid agri-drone services in the Baramati region 
• Metastar (acquired April 2026) is currently being integrated into the business structure

Commenting on the performance, Mr. Suresh Jain, a Managing Director of Alan Scott Enterprises Limited, said, “FY26 has been a year of measured progress for Alan Scott Enterprises as we continued to strengthen our position as a diversified, innovation-led platform focused on future-ready sectors including AI, education, digital trust, wellness, sustainability, and deep-tech infrastructure.

During the year, we remained disciplined in our approach to capital allocation while selectively investing in scalable and technology-driven opportunities. Our portfolio expansion across AI-powered education, blockchain-enabled identity platforms, drone technologies, enterprise AI governance, and conscious consumer brands reflects our commitment to building long-term growth engines.

Within our digital ecosystem, UpnUp Life and Learnix are progressing through pilot and early commercialization phases, with a clear focus on real-world applications and scalable adoption. In the wellness segment, Satwik Himalayan Products continues to align with the increasing demand for sustainable and ethically sourced consumer offerings, supported by ongoing efforts to strengthen distribution.

We are also advancing our presence in emerging technology segments through Omnis AI and Bluverge, where we are developing capabilities in enterprise AI governance, drone-led solutions, and next-generation infrastructure. Additionally, the integration of Metastar Media marks a strategic entry into the Web3 ecosystem, enabling new digital engagement and monetization avenues through platforms such as Artisteverse.

Overall, our focus remains on disciplined execution and converting these emerging opportunities into sustainable revenue streams, positioning Alan Scott Enterprises for long-term value creation and scalable growth.”

About Alan Scott Enterprises 

Alan Scott Enterprises Limited is a diversified, innovation-driven enterprise focused on building scalable businesses across technology, wellness, automation, artificial intelligence, education, environmental solutions, and next-generation infrastructure. The Company operates through a structured multi-vertical model Living, Works, Next, and Frontier, each addressing critical gaps across consumer, industrial, and digital ecosystems.

The Company’s approach combines entrepreneurial agility at the subsidiary level with centralized governance, capital allocation, and strategic oversight, enabling it to build a balanced portfolio of growth-stage and emerging businesses. Its expanding ecosystem includes AI-led platforms such as UpnUp Life, Learnix, and Omnis AI, along with Web3-focused digital engagement platform Metastar Media, reflecting a strong focus on future-ready technologies.

In the consumer and wellness segment, the Company has established a presence through Satwik Himalayan Products and retail partnerships, catering to the growing demand for sustainable, ethically sourced, and conscious consumption. In parallel, its industrial and deep-tech initiatives span automation, environmental solutions, and energy-efficient technologies, aimed at driving scalable impact across sectors.

Through Bluverge and other frontier initiatives, the Company is also advancing capabilities in drone technologies and infrastructure innovation, addressing real-world challenges in agriculture and public systems.

Driven by a philosophy of purpose-led innovation and disciplined execution, Alan Scott Enterprises continues to build a diversified platform designed to create long-term value across high-growth and emerging sectors.

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By Kinshuk Kocher, Director, Investment Operations & Special Projects, Cedars-Sinai Technology Ventures

New Delhi [India], May 29: There is a question I find myself asking every time I review a health tech pitch, whether it is an early-stage founder at the Cedars-Sinai Accelerator+ or an Indian startup exploring the US market for the first time. The question is not about the technology. It is not about the team or the market size. It is this: have you actually watched a patient or clinician try to use this?

Most founders have not.

That single gap, the distance between building a product and watching it function inside a real clinical environment, explains more health tech failures than any funding shortage, regulatory hurdle, or competitive threat combined.

I say this not as an observer, but as someone who has sat on both sides of the table. In 2017, I co-founded Caredose in New Delhi to solve medication non-adherence, a problem the WHO estimates costs the global healthcare system $637 billion annually. We built technology we were proud of. We raised capital. We partnered with institutes such as Max Hospitals, WHO, USAID, and the Gates Foundation. And then we walked into our first pharmacy chain and discovered that our elegant solution had one fundamental problem: it was designed around how we thought healthcare worked, not how it actually did.

That lesson took months to unlearn. It ultimately made Caredose better — we grew medicine adherence from under 50% to above 80% for our provider partners and achieved a successful exit. But the friction cost us time and resources we could not afford to waste. I have watched dozens of startups at Cedars-Sinai Technology Ventures, where I have now led over $20 million in institutional investments across 10+ companies. Our ambition is to ensure that they don’t make the exact same mistake, as it often leaves them without the runway to recover from it.

The Real Failure Mode: Technology-First, Patient-Last

The pattern is remarkably consistent. A founder identifies a genuine clinical problem. They build technically impressive software or hardware to address it. They secure pilots. The pilots produce promising data. And then— nothing. Adoption stalls, the hospital moves on. The startup runs out of money, wondering what went wrong.

What went wrong is almost always the same thing: the product was built to solve a technology problem, not a human behaviour problem.

Healthcare is not a rational system. It is an ecosystem of competing pressures, physicians managing 30-minute appointment windows, nurses following workflows designed decades ago, patients navigating fear and confusion alongside complex treatment regimens, and hospital administrators balancing budget cycles with clinical outcomes. A product that does not fit seamlessly into this reality, regardless of how good its algorithm is, will not be adopted.

At Caredose, we learned that getting a patient to take their medication on time was less about our IoT device and more about how the pharmacist explained it. The technology was 20% of the solution. The human trust layer was 80%.

Three Things Founders Must Do Differently

First, spend time in the workflow before you build for it. Not customer discovery calls, but actual observation. Sit in a hospital ward. Watch a pharmacy counter during peak hours. Understand where the friction lives before you decide where your solution fits.

Second, find your physician champion before you find your investor. In every health tech deal I have evaluated at Cedars-Sinai, the presence of an internal clinical advocate has been the single strongest predictor of adoption success. An investor can fund your technology. A physician champion can actually deploy it.

Third, treat patient behaviour as a design constraint, not a post-launch problem. Non-adherence, dropout, and low engagement— these are not user failures; they are design failures. Build the human trust layer into your product from day one, not as a feature update after your pilot.

What Must Change

India is producing exceptional health tech founders, technically rigorous, globally ambitious, and deeply motivated. What the ecosystem lacks is the infrastructure to help these founders stress-test their products against clinical reality before they go to market.

More hospital-founder partnerships. More operator-investors who have navigated both the startup and the clinical environment. More honest post-mortems from founders who built great technology that never reached a single patient.

The health tech problem worth solving in India is not a shortage of innovation. It is the last mile. And until we fix it, we will keep building brilliant solutions that fail quietly inside corridors the founders never walked.

Kinshuk Kocher is Director of Investment Operations & Special Projects at Cedars-Sinai Technology Ventures, Los Angeles. He is the co-founder of Caredose, a MedTech startup that created the simplest way of managing regular, chronic medication. He holds an MBA from the University of Oxford.

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New Delhi [India], May 28: For small business owners, WhatsApp Business is a lifeline for managing leads and customer support. Therefore, moving to a new phone isn’t just a technical task; it is a matter of business continuity. Losing chat history means losing client trust, order details, and vital conversation records. Any disruption during this migration can result in missed opportunities or frustrated customers who expect quick replies.

Thus, ensuring a smooth transition is essential to keep operations running without a hitch. This guide explains how to move business data safely with tools like Dr.Fone – WhatsApp Transfer, where every contact and catalog remains intact.

Part 1. Why WhatsApp Business Data Matters More Than People Think

While learning to transfer WhatsApp to a new phone, review the 5 given reasons and learn the importance of WhatsApp Business data:

1. Chats Act as CRM System: WhatsApp Business chats store full customer interactions from first contact to final deal. Loss of history removes context about customer needs, promises, and pending tasks.
2. Product Details Stay in Chats: Photos, prices, and descriptions are often shared directly in chat threads. Missing chats make it hard to confirm product details or agreed pricing.
3. Orders and Agreements in Messages: Quotes, approvals, and order details are stored as chat messages. Lost data creates issues in proof, dispute handling, and order tracking.
4. Follow-Up History Tracks Journey: Chats show reminders, support, and the complete customer interaction timeline. Missing history leads to repeated questions and poor customer experience.
5. Team Coordination Needs Records: Shared chats help teams track replies, tasks, and customer communication. Without history, confusion, duplicate replies, and missed tasks increase.

Part 2. Risks of Upgrading Phones Without a Migration Plan

Many users want to learn how to migrate WhatsApp messages from Android to iPhone, mainly WhatsApp Business. As one gets the solution to do so, they must review the mentioned risks if the transfer is done without any plan:

1. Slower Replies and Missed Messages: An incomplete setup after a device change delays WhatsApp Business responses. Customers may see silence even when support is trying to recover access.
2. Lost or Partial Chat History: Missing backup or transfer leaves incomplete conversation records on the new device. Important quotes and pending issues may stay on the old phone or be lost in the backup.
3. Duplicate or Fragmented Chats: Multiple migration attempts split chats across the old phone, the new phone, and the cloud. Staff lose clarity and repeat information, slowing customer communication.
4. Broken Team Handover: Poor migration causes confusion in the shared WhatsApp Business inbox. Team members may miss replies, duplicate responses, or lose context in conversations.
5. Higher Support and Fix Effort: Failed transfers increase troubleshooting time instead of customer support work. Staff spend hours fixing issues such as backup failures, login problems, and verification errors.

Part 3. How to Transfer WhatsApp Business to a New Phone Smoothly

To know how to transfer data to a new phone, mainly the WhatsApp Business  data, here is the planned and clear workflow:

1. Plan Type of Device Move: Identify Android to Android, iPhone to iPhone, or cross-platform switch first. The choice decides backup, restore, or transfer method for WhatsApp Business data.
2. Create Fresh Backup: Make a new, complete backup before starting any migration steps. A recent backup ensures safe recovery if the transfer fails or stops midway.
3. Use Official Transfer Method: Follow the built-in restore or supported transfer tools to move data. A proper method ensures that chats and media move in a structured, reliable way.
4. Maintain Business Activity During Switch: Keep the old phone active until the transfer confirmation is fully complete. This avoids missed customer messages during migration downtime.
5. Verify Everything Before Old Phone Reset: Check chats, media, labels, and settings on the new device carefully. Only reset the old phone after confirming a complete and correct data transfer.

Part 4. How to Handle the Rest of the Phone Upgrade at the Same Time?

Business owners upgrading their hardware must manage more than just chat logs to maintain professional continuity. A complete transition requires moving a massive directory of client contacts, images, and essential business documents stored across various folders. Therefore, transfer tools like Dr.Fone – WhatsApp Transfer allow moving these data types in 2-3 simple steps.

Since these tools claim to enable local, secure data migration, they ensure that no lead or appointment is forgotten with the selective transfer option. By handling all device data simultaneously, the new phone becomes a fully functional mobile office the moment the migration finishes.

Part 5. Post-Migration Checks for Business Continuity

After the successful transfer of WhatsApp to a new phone, perform the 5 mandatory checks to be on the safe side:

1. Check Recent Chats: Confirm all recent one-to-one and group chats appear correctly after migration. Open key threads and scroll back to verify full message history is intact.
2. Test Media Inside Chats: Open images, videos, voice notes, and documents in different conversations. Missing files or errors indicate incomplete media transfer or backup issues.
3. Verify Business Profile Data: Check business name, contact info, hours, and catalog entries after migration. A correct profile ensures customers see the same brand details as before the transfer.
4. Test Notifications and Tools: Ensure messages, labels, and automated replies work correctly on the new device. Proper setup keeps customer responses timely and organized.
5. Run Final Live Checks: Send test messages and confirm replies before resetting the old phone. The old device should stay active until full WhatsApp readiness is confirmed.

Conclusion

Summing up, successful business continuity depends on a flawless digital transition. Protecting customer history, orders, and leads is essential for maintaining professional trust and growth. Thus, by following a structured workflow and using reliable migration methods like Dr.Fone – WhatsApp Transfer, owners can avoid costly downtime and data loss. Transfer tools also offer the security and speed needed to get back to work immediately.

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New Delhi [India], May 28: The global wellness market is rapidly changing, and so are the expectations of consumers when it comes to the quality of health products and how they are backed up by science. When scaling up, international brands seek a manufacturing partner that can deliver both high production capacity and compliance along with cutting-edge research. That’s where H&H Healthcare comes in and becomes a potent force for contract manufacturing and formulation development.

A Mega Facility Engineered for Global Demand

The key to the company’s success is its massive state-of-the-art manufacturing facility in Pithampur, Madhya Pradesh, with an area of 15 acres. It’s one of the biggest nutraceutical and herbal manufacturing units in Asia, and it’s capable of delivering large bulk orders and doesn’t sweat it. The plant features several highly modern production lines for making tablets, capsules, powders, fast-dissolving effervescent formulas, and much-coveted liquid-filled softgels.

The company reduces the operational and infrastructure load on wellness brands and enables businesses to focus on marketing and global distribution, and their manufacturing backend runs seamlessly.

Uncompromising Quality and International Standards

Regulatory compliance is a must-have for global brands. Products must meet strict international safety and purity standards when entering international markets. Strategically led by Harshul Rai, Director of H&H Healthcare, the company adheres to the best practices in the world to operate in its best possible way. The facility gets prestigious certifications such as BRCGS, NSF GMP, FSSC 22000, and FSSAI and is USFDA registered.

Each batch is tested in certified laboratories through all the required tests: dissolution, active ingredient potency, and microbial load testing. An exhaustive validation process ensures that any supplement that comes out of the facility is clean, safe, and suitable for sale on retail shelves around the world.

Driving Innovation Through Advanced R&D

A simple formula isn’t enough to propel a modern wellness brand to success. The company’s R&D labs are at a high level of advancement, where traditional knowledge about herbs is combined with modern preventive medicine. Specialized R&D teams are constantly developing new formulations and flavors of customized products with improved bioavailability, stability, and taste.

The company provides the entire CDMO solution; the wellness brand can come with a product idea and leave with a retail-ready, scalable product. Under the leadership of visionary Harshul Rai, the company has still been investing heavily in automated machinery and sustainable manufacturing processes to reduce the market turnaround time of its partners.

Partnering for Future Growth

Launching and sustaining a health brand need to be strategic and agile. H&H Healthcare has the production capacity, extended supply chains, and the capacity to custom formulate in any size batch to suit the needs of new start-ups as well as giants in the industry.

The company’s ability to bring together the most advanced science and reliable manufacturing facilities empowers the world’s best wellness brands to grow faster, innovate smarter, and to confidently provide trust to their consumers around the world.

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Mumbai (Maharashtra) [India], May 28: A car insurance policy includes several terms and conditions that may affect the claim process in different situations. Missing details related to driving eligibility, vehicle usage, reporting timelines, or policy disclosures can sometimes create complications during claim assessment. Since many policyholders focus mainly on coverage benefits, important clauses may often go unnoticed.

This blog highlights five important clauses in a car insurance policy that every car owner should understand for better awareness about policy conditions and claim-related requirements.

Driving without a Valid Driving Licence

The driver’s licence is one of the most important documents in a motor claim. It confirms that the person driving the car was allowed to use that vehicle type.

A claim can become difficult if the driver did not hold a valid and effective licence when the incident happened. This may include an expired licence, a suspended licence, or a licence that does not match the vehicle category.

Driving While Impaired or under Restricted Substances

The driver’s condition at the time of an accident is an important part of claim review. The person driving the car must be legally fit to drive and should remain in proper control of the vehicle.

If the driver is found to be under the influence of any intoxicating, banned, or restricted substance, the insurer may treat it as a breach of policy terms. In such cases, the claim may be rejected because the vehicle was being driven when the driver was not in a fit condition.

Delay in Informing the Insurance Company

After an accident, theft, or major damage, the insurer should be informed as early as possible. Early reporting helps with inspection, records, and repair guidance. If the claim is reported late without a clear reason, the insurer may require more details.

Delay can make inspection, repair review, and document checks harder. To avoid confusion, inform the insurance company as soon as possible after the incident and do not begin major repairs before inspection or before the insurer gives guidance.

Using the Vehicle for Unauthorised Purposes

A private car policy is generally issued based on declared use. When the vehicle is used beyond that purpose, the claim may come under scrutiny. If a car insured for personal use is used for hire, reward, commercial carriage, racing, speed testing, or any activity not permitted under the policy, the insurer may treat it as unauthorised use.

Policyholders should read the usage clause carefully, especially when the vehicle is used outside routine personal travel. If the intended use changes, inform the insurer and update the policy.

Modifications Not Declared to the Insurer

Changes made to a car can affect its value, safety, performance, or risk level. That is why important modifications should be shared with the insurer. Modifications may relate to the engine, fuel system, body, seating, electrical fittings, security equipment, or other vehicle parts.

If these changes are not declared, the insurer may review whether the policy record was accurate at the time of loss. Before making a major change, check whether it needs approval or policy endorsement. Clear disclosure keeps policy details updated.

Additional Situations That May Lead to Claim Rejection

Some claim concerns arise from documents, policy status, repair actions, or incomplete information. These points are usually checked along with the main policy clauses.

• An expired policy at the time of the incident can create problems during claim review.
• Incorrect or incomplete details in the claim form may lead to further checks.
• Repairs started before the insurer’s inspection, which can make damage assessment difficult.
• A mismatch between incident details and available records can raise questions.
• Missing documents may slow down or affect claim processing.
• Vehicle use beyond registration or permit terms can lead to policy-related concerns.
• Lack of cooperation during inspection, survey, or verification may affect the final review.

Conclusion

A motor claim is easier to manage when the policyholder follows the policy conditions from the beginning. Keep the licence valid, use the car only as declared, inform the insurer quickly, and disclose important vehicle changes in writing. Each claim is reviewed based on the policy wording, documents, and incident details. Reading the policy before a loss occurs can help you act correctly and reduce avoidable concerns during claim review.

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A family wants a home that feels complete.
A business wants an office that reflects confidence.
A property owner wants a space that looks right, functions well, and stays aligned with budget and purpose.

But between that expectation and the actual search, many still find themselves navigating disconnected recommendations, broad online listings, and names that offer visibility without enough clarity.

That is where My Interior Designers is beginning to matter.

Built around the idea of Connecting You to Trusted Interior Designers, the platform is now ready to serve both sides of the interior ecosystem: people looking for relevant interior design support and professionals looking for more meaningful discoverability. Its services are commencing in Bengaluru, Karnataka, India, with very near-term expansion planned across Chennai, Hyderabad, Kochi, New Delhi, Pune, Gurgaon, Kolkata, Mumbai, Lucknow, Patna, and more, with future extension to Dubai.

The significance of this move lies not only in reach, but in relevance. My Interior Designers is not positioning itself as just another broad directory. It is shaping itself as a discovery platform that understands how people actually search. Some begin broadly, trying to compare the Best Interior Designers in India or the Top Interior Designers in India. Some are influenced by visibility and recognition, and naturally look at Famous Interior Designers in India before going deeper. Others search city-first and category-first—especially in active markets where the search is highly localized.

Bengaluru is one such market. A person may begin by reviewing the Best Interior Designers in Bangalore, then compare the Top 10 Interior Designers in Bangalore, and eventually focus on the Top Interior Designers in Bangalore who feel best aligned with the project. That layered search behaviour is not limited to one city, but it reveals a larger truth: people do not simply want options. They want a better route through those options.

This is why My Interior Designers feels timely.

The platform is creating a more structured path for users who want to move from broad awareness to meaningful decision-making. Whether the need involves residential design, office spaces, commercial projects, premium interiors, affordability-driven work, or specialist requirements, discovery becomes more category-sensitive and more purposeful here.

At the same time, My Interior Designers is also responding to a long-standing challenge on the professional side. Many capable service providers—whether independent designers, studios, firms, consultants, or emerging specialists—often remain dependent on word-of-mouth, scattered promotion, or inconsistent online discoverability. In a market where the digital search journey increasingly influences shortlisting, this becomes a serious limitation.

My Interior Designers offers a more credible response by creating stronger visibility in front of users who are already in decision mode. That means the platform is not only helping those who search the Best Interior Designers in India or the Top Interior Designers in India, but also helping professionals who deserve to be found in those conversations. The same holds true for category- and city-led discovery, whether that means appearing before people reviewing the Best Interior Designers in Bangalore, scanning the Top 10 Interior Designers in Bangalore, or evaluating the Top Interior Designers in Bangalore with more intention.

In that sense, Where Your Space Finds Its Designer becomes more than a statement of brand character. It becomes a practical expression of what the platform is trying to solve: a more intelligent meeting point between requirement and expertise.

As the platform begins serving Bengaluru and prepares to extend into other major Indian cities and Dubai, My Interior Designers enters the market with a clear advantage—it understands that design discovery today is not just about who is available, but about who is relevant.

And in an industry where relevance can shape both trust and business outcomes, that understanding is likely to carry real value.

Contact Details:

Mob: +91 9964211226

Website: https://myinteriordesigners.com/

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 Noida (Uttar Pradesh) [India], May 28: In today’s business environment, the role of the Chief Financial Officer extends far beyond balance sheets and reporting. CFOs are increasingly influencing strategic decision-making, investor confidence, operational resilience, and long-term business sustainability, particularly as organisations navigate economic uncertainty, regulatory shifts, and rapid digital transformation.

Reflecting this evolving role, TradeFlock has released its latest edition, 10 Best CFOs in India 2026, featuring the most inspiring finance leaders who are helping organisations balance governance with growth while driving transformation across industries.

The edition highlights professionals from sectors including manufacturing, infrastructure, technology, consumer businesses, real estate, and financial services. Each leader was evaluated based on strategic financial leadership, operational impact, governance, innovation, and contribution towards long-term value creation.

Featured Leaders in TradeFlock’s 10 Best CFOs in India 2026

CA (Dr) Chintan Atul Shah, CFO, Classic Ornaments

CA (Dr) Chintan Atul Shah is a seasoned finance leader with over 18 years of experience across power, media, infrastructure, security services, and luxury goods. As CFO of Classic Ornaments, he specialises in IPO readiness, mergers and acquisitions, finance transformation, governance, and capital allocation. Known for combining strategic thinking with operational discipline, he has led large-scale ERP and transformation initiatives while helping businesses build resilient financial systems, scalable operations, and long-term value in rapidly evolving market environments. Read his exclusive conversation with TradeFlock in his recognition as best CFO in India 2026.

CA Dhiraj Vashista, Chief Financial Officer (Executive-Director, Commercial), HGS (India) Ltd.

CA Dhiraj Vashista’s strong expertise in IPO, governance, and financial planning continues to support business efficiency and strategic growth initiatives. Honoured as an influential CFO in India, Dhiraj brings more than 27 years of experience and currently leads with a data-driven, operationally focused approach. His impressive career includes leadership roles at top firms like DORSET KABA and A2Z FILTERATION. Discover insights from his conversation with TradeFlock.

• Faiz Abidi, CFO & CTO, Jaypee Infratech Ltd.
• Gurupad Hombal, CFO, Sureworks Infotech Pvt. Ltd.
• Akash Ohri, CFO, Hamon Cooling Systems Pvt. Ltd.
• Dr Debnath Mukhopadhyay, CFO, Seros Energy Pvt. Ltd.

Read about other leaders among the top CFOs in India.

Together, these leaders reflect how financial leadership is becoming increasingly central to business strategy, operational agility, and sustainable growth. From IPO readiness and mergers to governance frameworks and digital finance transformation, their work highlights the growing influence of top Indian CFOs in shaping the future of Indian enterprise.

Recently Launched Editions By TradeFlock

The release is part of TradeFlock’s ongoing editorial focus on leadership across finance, technology, operations, and business transformation. Through its industry-specific editions, the platform highlights leaders and ideas that are shaping the future of business across India and global markets. Check out the latest editions of TradeFlock here.

• Visionary CEOs to Watch in 2026
• 10 Best CTOs Making Impact in 2026
• USA’s Most Influential COOs 2026
• 10 Best Tech Leaders from Asia 2026
• 10 Marketing Leaders in India 2026
• 10 Best HR Leaders in Indian 2026

About TradeFlock

TradeFlock is a global business magazine published by SDAD Technology, covering all business-related discussions and topics, including leadership, finance, technology, startups, and marketing. It is a bi-weekly print & digital magazine with a strong readership across India, the USA, and Asia. As one of India’s fastest-growing business publications, TradeFlock delivers exclusive business insights, thought leadership, executive interviews, and industry analysis that help professionals navigate today’s evolving corporate landscape. TradeFlock also reaches professionals through its weekly LinkedIn newsletter.

TradeFlock’s annual 40 Under 40 edition is among the most sought-after business recognitions for young professionals globally. It celebrates exceptional innovators, entrepreneurs, and emerging leaders under 40 who are reshaping industries and driving meaningful change across sectors like technology, finance, sustainability, and healthcare. Distinct from invite-only legacy awards, nominations are open to everyone — colleagues, organisations, HR teams, and self-nominations are all equally welcome — making it one of the most accessible yet credible young leadership awards across India, the USA, and Asia. Past honorees have gone on to build influential careers, reinforcing the award’s reputation as a genuine launchpad for the next generation of global business leaders.

Whether you are an entrepreneur seeking market intelligence, a business leader looking for strategic inspiration, or a young professional exploring growth opportunities, TradeFlock’s editorial coverage consistently spans the topics that define modern business success. You can subscribe via tradeflock.com or Magzter for early access to both print and digital editions, with discounted annual subscription plans available. For editorial queries, story contributions, or coverage suggestions, write directly to editors@tradeflock.com.

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Kolkata (West Bengal) [India], May 29: Glen Industries Limited (BSE: GLEN), one of the leading manufacturers of sustainable plastic and paper-based packaging solutions, announced its audited financial results for the half-year and full-year ended March 31, 2026.

The Company delivered strong performance during H2 FY26 and the full year, supported by robust demand for eco-friendly packaging products, growth in both domestic and export markets, and continued focus on operational efficiency. Increasing adoption of sustainable alternatives and expansion in production capacity continue to drive growth.

Key Financial Highlights – FY26

• Total Income: ₹20,515.86lakhs
• EBITDA: ₹3,850.39lakhs
• PAT: ₹1,650.27 lakhs
• Earnings Per Share (EPS): ₹6.86

H2 FY26 Highlights

• Total Income: ₹10,859.51lakhs
• EBITDA: ₹1,868.66lakhs
• PAT ₹819.71lakhs
• Earnings Per Share (EPS): ₹3.41

Operational Highlights – FY26

• Expanded manufacturing capacity across thin-wall containers, PLA straws, and paper straws
• Strong domestic and export presence across 26+ states and 30+ countries
• Diversified product portfolio including food containers, biodegradable straws, and packaging solutions
• Advanced integrated manufacturing facility with in-house production, printing, and packaging capabilities
• Focus on sustainable packaging with eco-friendly and biodegradable product offerings
• Ongoing capacity expansion including new product lines such as paper cups and thermoforming solutions
• Strong customer base with 40+ recurring international clients and diversified end-user industries

Management Commentary

Commenting on the performance, Mr. Lalit Agrawal, Chairman & Director, Glen Industries Limited, stated:

“The performance during H2 and FY26 reflects the strength of our product portfolio and the growing demand for sustainable packaging solutions across domestic and global markets. Increased demand for thin-wall containers and eco-friendly alternatives has supported our growth during the yearinspite of Geopolitical conflicts

We continue to focus on capacity expansion, product innovation, and operational efficiency to strengthen our market position. As the industry shifts towards environmentally responsible packaging, we remain well positioned to capitalize on emerging opportunities and drive long-term value creation.”

About Glen Industries Limited

Glen Industries Limited is engaged in the manufacturing of eco-friendly plastic and paper-based packaging products, including thin-wall food containers, PLA straws, and paper straws. The Company serves clients across food service, QSR, FMCG, and retail sectors, with a strong domestic presence and growing international footprint.

With advanced manufacturing capabilities and a focus on sustainability, Glen Industries aims to deliver innovative and responsible packaging solutions.

Disclaimer:

Certain statements in this document that are not historical facts are forward looking statements. Such forward-looking statements are subject to certain risks and uncertainties like government actions, local, political or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. The Company will not be in any way responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or circumstances.

New Delhi [India], May 29: As trading technology evolves, automation is becoming increasingly important for traders looking for structured and technology-driven approaches. However, accessing algorithmic systems often requires VPS management, technical setup, deployment knowledge, and ongoing maintenance — creating barriers for many users.

ZectPay.com was developed to simplify this process by providing subscription-based access to proprietary trading algorithms developed in-house by Herndon Gray Pvt. Ltd.

Unlike platforms that depend on third-party systems, ZectPay operates using internally developed algorithms combined with managed deployment infrastructure designed to reduce technical complexity.

How ZectPay Works

Step 1: Create Your Account

Users register on www.zectpay.com and complete the onboarding process.

Step 2: Subscribe to a Plan

Users select an active subscription plan to access deployment services and infrastructure.

Step 3: Connect Your Trading Account

Users provide required account details through the platform workflow for deployment processing.

Step 4: Deployment Initiation

The onboarding and deployment process is initiated through managed infrastructure with targeted activation timelines.

Step 5: Infrastructure and Support Access

Users receive access to platform features including infrastructure support, ticket systems, and account management workflows.

Why Zectpay Uses a Different Model

A key difference in the platform approach is capital custody and operational structure. ZectPay does not hold client funds or operate as a broker. User capital remains within the trader’s own broker account while deployment and infrastructure are handled through the platform workflow.

The platform includes dedicated VPS infrastructure, structured onboarding, activation workflows, and support systems intended to make automation more accessible.

Proprietary Development by Herndon Gray Pvt. Ltd.

According to Herndon Gray Pvt. Ltd., ZectPay.com was created to bridge the gap between proprietary algorithm development and practical accessibility. The focus is on building infrastructure around internally developed systems rather than relying on third-party automation tools.

As trading technology adoption grows, infrastructure-focused platforms are increasingly becoming part of discussions around modern trading workflows and automation.

Trading involves risk. Past performance is not indicative of future results. ZECTPAY does not hold client funds. All capital remains within your own broker account. Subscribe only with funds you can afford to risk. ZECTPAY.COM is a technology platform operated by Herndon Gray Pvt. Ltd. It is not a broker, investment advisor, or regulated financial entity. Indian users are solely responsible for ensuring compliance with applicable laws including FEMA and RBI guidelines.

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Mumbai (Maharashtra) [India], May 29: Emerald Finance Limited (BSE: EMERALD), one of the dynamic company offering a spectrum of financial products and services including its flagship Earned Wage Access (EWA) in India, has announced its Audited Financial Results for Q4 FY26 & FY26.

Key Financial Highlights 

Standalone Key Financial Highlights – Q4 FY26:
 • Total Income of ₹5.85 Cr, YoY growth of 27%
 • EBITDA of ₹4.39 Cr, YoY growth of 27%
 • Net Profit of ₹2.78 Cr, YoY growth of 29%
 • EPS of ₹0.81, YoY growth of 29%

Consolidated Key Financial Highlights – Q4 FY26:
 • Total Income of ₹9.76 Cr, YoY growth of 50%
 • EBITDA of ₹6.83 Cr, YoY growth of 55%
 • Net Profit of ₹4.36 Cr, YoY growth of 64%
 • EPS of ₹1.27, YoY growth of 67%

Standalone Key Financial Highlights – FY26:
 • Total Income of ₹20.78 Cr, YoY growth of 54%
 • EBITDA of ₹17.41 Cr, YoY growth of 63%
 • Net Profit of ₹11.55 Cr, YoY growth of 79%
 • EPS of ₹3.33, YoY growth of 80%

Consolidated Key Financial Highlights – FY26:
 • Total Income of ₹31.20 Cr, YoY growth of 44%
 • EBITDA of ₹23.23 Cr, YoY growth of 56%
 • Net Profit of ₹15.15 Cr, YoY growth of 70%
 • EPS of ₹4.36, YoY growth of 70%

Comment on Financial Performance Mr. Sanjay Aggarwal, Managing Director of Emerald Finance Limited said, “Q4 FY26 has been a strong quarter for Emerald Finance, with meaningful progress across both our core businesses. We successfully onboarded 34 additional corporates onto our EWA platform, reinforcing its growing adoption among employers and expanding our reach within India’s formal workforce.

Our gold loan syndication business, operated through our subsidiary Eclat Net Advisors Private Limited, delivered disbursements exceeding ₹375 Cr during the quarter, in partnership with leading institutions including ICICI Bank, HDFC Bank, RBL Bank, and Muthoot Finance.

These results reflect the continued scalability of our asset-light, technology-led model and strengthen our confidence in delivering sustainable growth. With India’s financial ecosystem offering significant tailwinds, Emerald Finance remains well positioned to capitalize on emerging opportunities and create long-term value for our stakeholders.”

Q4 FY26 Key Business Highlights 

Corporate Partnerships for EWA	Established partnerships with 34 leading corporatesExpanded presence in the Earned Wage Access (EWA) ecosystem
Gold Loan Disbursement	Disbursed over ₹375 Cr under Gold Loan segmentStrategic partnerships with ICICI Bank, HDFC Bank, RBL Bank, and Muthoot Finance through Eclat Net Advisors Private Limited

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Mumbai (Maharashtra) [India], May 29: TransBnk, a corporate banking infrastructure company enabling connected financial operations for banks and enterprises, has announced the launch of CBNxT 2026, India’s first dedicated corporate banking summit. Scheduled to be held on 4th June 2026 at Sofitel Mumbai BKC, the inaugural edition is being positioned as an annual flagship platform for the country’s evolving corporate banking ecosystem.

Designed as a neutral, industry-first platform, CBNxT 2026 aims to bring together stakeholders across banks, enterprises, fintechs, NBFCs, investors, policymakers and technology providers to discuss the future of corporate banking, transaction banking and enterprise financial infrastructure in India.

The full-day, single-track summit is expected to host over 400 senior delegates through a curated, invitation-led format. Confirmed speakers and participants include senior leaders from institutions such as YES Bank, IDFC FIRST Bank, HDFC Bank, Standard Chartered, Bank of America, DBS Bank, Barclays, NPCI Bharat BillPay, CAMSPay, Pine Labs, Bajaj Finserv, Bessemer Venture Partners, Elevation Capital and Arkam Ventures, among others.

CBNxT 2026 will focus on some of the most consequential shifts shaping the future of corporate banking and enterprise finance. Discussions at the summit will span AI-native banking infrastructure, treasury digitisation and real-time financial visibility, trade and supply chain finance, cross-border payments and CBDCs, commercial cards and business payments, API-first transaction banking, banking system modernisation, embedded finance and the evolution of agentic payment systems.

“Corporate banking sits at the heart of how businesses operate, grow and move capital. As enterprise financial operations continue to evolve, the need for stronger collaboration across banks, enterprises, fintechs, investors and policymakers becomes increasingly important. CBNxT is our effort to create a dedicated industry platform where the ecosystem can come together to discuss the future of connected financial infrastructure and enterprise banking operations. Our vision is to build a platform that contributes meaningfully to the transformation of corporate banking in India,” said Vaibhav Tambe, Co-Founder & CEO, TransBnk.

The summit will also witness the release of Liquidity Network, a forward-looking industry report focused on how financial networks are rewiring corporate banking in India.

CBNxT 2026 is being supported by ecosystem and community collaborators including FACE, Headstart Network Foundation, India Blockchain Forum, The Digital Fifth, The Ecosystem Community and Picxele, among others.

About TransBnk

TransBnk is a corporate banking infrastructure company enabling banks, enterprises, NBFCs, fintechs and financial institutions to manage interconnected financial operations through integrated infrastructure, APIs and SaaS-based platforms.

Founded by ex-bankers, TransBnk covers the full spectrum of corporate banking. Its ecosystem includes TrustHub for enterprise financial operations including treasury, payments, collections, reconciliation and commercial cards etc; TxB Hub for banking platforms, cash management, trade management and supply chain finance and more; ReconX for AI-powered reconciliation across banking operations; and API Hub for connected banking workflows and enterprise infrastructure capabilities.

The company is focused on enabling more connected, scalable and intelligent corporate banking and enterprise financial operations across modern financial ecosystems.

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Noida (Uttar Pradesh) [India], May 29: Cash Ur Drive Marketing Limited (NSE: CUDML | INE0WL201014), one of India’s fast-growing sustainable transit media companies, has reported its Audited Financials for H2 FY26 & FY26. 

H2 FY26 Standalone Key Financial Highlights

• Revenue from Operations of ₹108.79 Cr, YoY growth of 43.72%
• EBITDA of ₹20.02 Cr, YoY growth of 86.06%
• EBITDA Margin of 18.41%, YoY growth of 420 Bps
• Net Profit of ₹18.52 Cr, YoY growth of 94.50%
• Net Profit Margin of 16.33%, YoY growth of 408 Bps
• Diluted EPS of ₹13.38, YoY growth of 75.36%

FY26 Standalone Key Financial Highlights

• Revenue from Operations of ₹186.67 Cr, YoY growth of 33.98%
• EBITDA of ₹33.56 Cr, YoY growth of 59.20%
• EBITDA Margin of 17.98%, YoY growth of 285 Bps
• Net Profit of ₹29.40 Cr, YoY growth of 64.98%
• Net Profit Margin of 15.28%, YoY growth of 276 Bps
• Diluted EPS of ₹21.24, YoY growth of 48.74%

Commenting on the Financial Performance, Mr. Raghu Khanna, Managing Director and Chairman, Cash Ur Drive Marketing Limited, said: “FY26 has been a transformational year for Cash Ur Drive, marked by strong financial performance, strategic expansion, and the successful execution of our long-term growth vision. Our ability to deliver healthy growth in Total Income, EBITDA and Profit reflects the strength of our business model, the increasing relevance of transit and outdoor media, and our disciplined focus on profitable growth. The expansion in margins demonstrates the scalability of our platform and our commitment to driving operating efficiencies while continuing to invest for the future.

FY26 was also a landmark year in our corporate journey as we successfully got listed on the NSE Emerge platform in August 2025, enhancing our visibility and providing a strong foundation for our next phase of growth. Alongside this milestone, we took significant strategic steps to expand beyond traditional transit media by establishing a presence in the urban mobility and EV infrastructure ecosystem. Our investment in Kolkata Call Taxi Private Limited, strategic stake acquisition in Charj Karo Greentech Mobility Private Limited, and the award of a 10-year EV charging infrastructure concession in Rishikesh collectively create a strong foundation for recurring, asset-linked and long-duration revenue streams.

As we enter FY27, we remain highly optimistic about the opportunities ahead. Rising urbanization, growing adoption of EVs, increasing demand for innovative advertising solutions, and our expanding portfolio of media rights and infrastructure assets provide significant headroom for growth. With a stronger platform, enhanced market presence following our successful listing, and sustained business momentum, we believe Cash Ur Drive is well positioned to accelerate value creation and build a scalable, future-ready enterprise capable of delivering long-term growth for all stakeholders.”

Recent Key Business Highlights

Strengthened presence in the urban mobility ecosystem through the acquisition of a ~19.06% stake in Kolkata Call Taxi Private Limited, expanding beyond transit media into mobility-linked platforms. Entered the EV charging segment by acquiring a 50% stake in Charj Karo Greentech Mobility Private Limited, securing access to a growing EV charging network along with associated advertising rights. Secured a 10-year DBFOM concession from Nagar Nigam Rishikesh for 10 EV charging stations, creating a long-tenure, asset-linked revenue stream with integrated advertising opportunities.

About Cash Ur Drive Marketing Limited

Founded in 2009, Cash Ur Drive Marketing Limited (“CUD” or “the Company”) is one of India’s fastest-growing out-of-home and transit media companies, pioneering sustainable and technology-driven advertising solutions. With a strong presence across major cities, CUD integrates transit, digital, outdoor, and green media assets to deliver impactful visibility for leading brands. The Company’s focus on innovation, exclusive media rights, and expansion into EV charging station advertising has positioned it as a new-age leader in the evolving media landscape. Guided by a vision to make advertising more effective, eco-friendly, and inclusive, CUD continues to redefine how brands connect with audiences on the move. 

For FY26, the Company reported a Total Income of ₹192.38 crore, EBITDA of ₹39.29 crore, and Net Profit of ₹29.40 crore.
 
 The company got listed on NSE Emerge in August, 2025.

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Pune (Maharashtra) [India], May 29: Adisoft Technologies Limited (NSE: ADISOFT | INE20PL01012), an industrial digital automation company specializing in automated assembly lines, robotic work cells, smart material handling systems, special purpose machines (SPMs), and Industry 4.0 solutions, has announced its Audited Financial Results for H2 & FY26.

H2 FY26 Consolidated Key Financial Highlights 

• Total Income of ₹119.70 Cr, YoY growth of 46.58%
• EBITDA of ₹24.56 Cr, YoY growth of 76.69%
• EBITDA Margin of 20.52%, YoY growth of 350 Bps
• Net Profit of ₹17.48 Cr, YoY growth of 79.47%
• Net Profit Margin of 14.60%, YoY growth of 268 Bps
• Diluted EPS of ₹14.65, YoY growth of 84.05%

FY26 Consolidated Key Financial Highlights 

• Total Income of ₹169.33 Cr, YoY growth of 26.66%
• EBITDA of ₹32.84 Cr, YoY growth of 42.35%
• EBITDA Margin of 19.39%, YoY growth of 214 Bps
• Net Profit of ₹22.80 Cr, YoY growth of 42.86%
• Net Profit Margin of 13.46%, YoY growth of 153 Bps
• Diluted EPS of ₹19.09, YoY growth of 41.93%

Commenting on the Performance, Mr. Ajay Chandrashekhar Prabhu, Chairman & Managing Director of Adisoft Technologies Limited said, “FY26 marks a defining milestone in Adisoft Technologies’ journey as we entered the public markets through our successful NSE Emerge listing while simultaneously delivering a strong operational and financial performance. During the year, the company reported strong growth across key financial parameters, with Total Income increasing by 27%, EBITDA growing by over 42%, and Net Profit rising by nearly 43% on a year-on-year basis. The performance reflects the strength of our engineering capabilities, execution-focused approach, and our ability to consistently deliver high-value industrial automation solutions across sectors.

The broader industrial automation landscape in India continues to present a significant long-term opportunity. Manufacturing companies across industries are increasingly investing in smart factories, robotics integration, process automation, warehouse automation, and Industry 4.0-driven efficiencies to enhance productivity, quality, and operational reliability. Government-led initiatives supporting domestic manufacturing, localisation, and industrial infrastructure development are further accelerating this transformation. With our integrated capabilities spanning automated assembly lines, robotic work cells, material handling systems, and customised automation solutions, we believe Adisoft is strategically positioned to benefit from these structural industry tailwinds. Our growing presence across automotive, electronics, pharmaceuticals, packaging, and industrial manufacturing sectors provides strong visibility for future growth.

As we move ahead, our focus remains firmly on scaling the business responsibly while strengthening technology capabilities, execution bandwidth, and customer diversification. The transition into a listed company marks the beginning of a new growth phase for Adisoft, bringing enhanced visibility, stronger governance standards, and access to larger opportunities within the industrial automation ecosystem. We continue to witness healthy customer enquiries and rising adoption of automation-led manufacturing solutions across industries. Supported by our upcoming manufacturing facility in Pune, expanding engineering strengths, and continued focus on innovation-driven execution, we believe the company is well positioned to deliver sustainable long-term growth.”

About Adisoft Technologies Limited

Adisoft Technologies Limited, headquartered in Pune, India, is an industrial digital automation company specializing in automated assembly lines, smart material handling systems, robotic work cells, special purpose machines (SPMs), and Industry 4.0 solutions. With over 13 years of experience and a workforce of 180+ employees, the company serves sectors including automotive automation, automotive OEMs, packaging & printing, pharmaceuticals, and municipal utilities. Adisoft focuses on integrating shop-floor equipment with digital and IT-enabled systems to improve operational efficiency while reducing human intervention. 

The company has developed strong in-house design, assembly, and testing capabilities, enabling it to deliver customized automation and process control solutions. Its product portfolio includes vision-based inspection systems, tracking and traceability systems, smart conveyors, torque wrench and poka-yoke systems, and quality control automation solutions. Adisoft is also expanding into non-automotive sectors such as pharmaceutical packaging, warehouse automation, and water treatment automation, while setting up a new manufacturing facility in Pune to support future growth. 

The Company got listed on NSE Emerge in April, 2026

In FY26, the company reported consolidated Total income of ₹169.33 Cr, EBITDA of ₹32.84 Cr, and Net Profit of ₹22.80 Cr. 

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Hyderabad (Telangana) [India], May 29: XT Global Infotech Limited (NSE – XTGLOBAL | BSE – 531225), a global IT services and digital transformation company specializing in cloud, automation, and finance & accounting outsourcing solutions, has reported its financials for Q4 FY26 & FY26. 

Q4 FY26 Standalone Key Financial Highlights

• Total Income of ₹19.87 Cr, QoQ growth of 9.68%
• EBITDA of ₹3.85 Cr, QoQ growth of 337.66%
• EBITDA Margin of 19.38%, QoQ growth of 1,452 Bps
• Net Profit of ₹1.93 Cr, QoQ growth of 3,357%
• Net Profit Margin of 9.73%, QoQ growth of 942 Bps

FY26 Standalone Key Financial Highlights

• Total Income of ₹76.55 Cr, YoY growth of 2.92%
• EBITDA of ₹13.56 Cr, YoY growth of 19.08%
• EBITDA Margin of 17.71%, YoY growth of 240 Bps
• Net Profit of ₹6.81 Cr, YoY growth of 39.24%
• Net Profit Margin of 8.90%, YoY growth of 232 Bps

Q4 FY26 Consolidated Key Financial Highlights

• Total Income of ₹89.61 Cr, QoQ growth of 3.22%
• EBITDA of ₹4.39 Cr, QoQ growth of 6.94%
• EBITDA Margin of 4.90%, QoQ growth of 17 Bps
• Net Profit of ₹3.74 Cr, QoQ growth of 175.70%
• Net Profit Margin of 4.18%, QoQ growth of 262 Bps

FY26 Consolidated Key Financial Highlights

• Total Income of ₹369.25 Cr, YoY growth of 56.49%
• EBITDA of ₹27.03 Cr, YoY growth of 11.43%
• EBITDA Margin of 7.32%, YoY decline of 296 Bps
• Net Profit of ₹14.62 Cr, YoY growth of 47.51%
• Net Profit Margin of 3.96%, YoY decline of 24 Bps

*The sharp increase in consolidated revenue and PAT is due to the consolidation of Network Objects as a subsidiary from January 2025 onwards; hence, the figures are not strictly comparable YoY.

Key Highlights:

• Successfully completed SEZ exit and mutation formalities for the Madhurawada Unit, enabling the Company to actively evaluate commercial leasing opportunities expected to generate additional rental income and strengthen the bottom line.

• Successfully implemented and operationalized multiple Zoho platforms, including Zoho CRM, Zoho Campaigns, Zoho Contracts, Zoho People, Zoho Payroll, Zoho Books, Zoho Recruit, Zoho Expense, and Zoho Analytics to enhance sales visibility, process automation, operational transparency, and centralized business management capabilities.

• Secured strategic contracts from U.S. transportation agencies for “Internal eForms Modernization Program” and “AI Enablement for Engineering Services” with a combined contract value of approximately USD 2.39 million (around INR 22 crore).

• FAST Practice recorded significant growth in Accounting & Outsourcing operations with expansion in Australian and U.S. markets, onboarding of multiple Australian clients, an increase in billable resources, and a monthly billing run-rate reaching USD 200,000.

• Planned establishment of new offices in Australia and Europe to further expand IT Services and Finance & Accounting Outsourcing operations while strengthening local market presence and client acquisition capabilities.

Commenting on the financial performance, Mr. Ramarao Mullapudi, CEO, President & Director of XT Global Infotech Limited, said: “FY26 was a significant year for XT Global as we continued to strengthen our IT Services, AI capabilities, and Finance & Accounting Outsourcing operations across international markets. During the year, we secured strategic contracts from leading U.S. transportation agencies for digital modernization and AI enablement projects, reflecting our growing capabilities in technology-driven transformation services.

We also made meaningful progress in operational transformation through the implementation of multiple Zoho platforms across sales, contracts, finance, HR, and analytics functions, helping improve process visibility, automation, and operational efficiency across the organization.

Our FAST Practice continued to witness strong momentum, particularly in Australian Accounting Operations, with expansion in resources, onboarding of new clients, and increasing monthly billing run-rate. Further, the successful completion of SEZ exit formalities for the Madhurawada Unit has opened new commercial leasing opportunities that are expected to generate additional rental income.

With planned expansion into Australia and the Europe, we remain focused on strengthening our international presence and enhancing our integrated service capabilities across IT Services and Finance & Accounting Outsourcing operations.”

XT Global Infotech Limited

XT Global Infotech Limited, founded in 1986 and headquartered in Hyderabad, India, is a global IT services and solutions company specializing in digital transformation, cloud computing, automation, and finance & accounting outsourcing services. The company serves enterprises across industries, including BFSI, healthcare, manufacturing, retail, and hospitality, delivering scalable and technology-driven solutions.

XT Global offers a wide range of services, including IT consulting, cloud and ERP solutions, robotic process automation (RPA), and business process outsourcing (BPO). It also provides its proprietary platform, Circulus, focused on accounts payable automation to enhance efficiency and financial accuracy. The company leverages strong partnerships with leading technology providers such as Oracle, Microsoft, AWS, and UiPath to deliver integrated and future-ready solutions.

With a strong global delivery model and long-term client relationships, XT Global continues to expand its presence in high-growth areas such as cloud modernization, automation, and offshore outsourcing. Its focus on operational excellence, digital capabilities, and client-centric solutions positions it well to capitalize on increasing global demand for IT and business services.

The company is listed on both NSE & BSE.

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New Delhi [India], May 28: Recognising his selfless service of giving new life to thousands through organ donation awareness for more than two decades, the Government of India announced Nilesh Mandlewala’s name for the Padma Shri award on 26 January 2026. On 25 May 2026, during the first Civil Investiture Ceremony of Padma Awards 2026 held at Ganatantra Mandap, Rashtrapati Bhavan, Hon’ble President Smt. Droupadi Murmu conferred the Padma Shri award upon Nilesh Mandlewala in the presence of Vice President C. P. Radhakrishnan, Prime Minister Shri Narendra Modi, Home Minister Shri Amit Shah, and several other dignitaries for his invaluable contribution in the field of social service and organ donation awareness.

• This honour belongs to all organ donors and their family members: Padma Shri awardee Nilesh Mandlewala

• Nilesh Mandlewala dedicated the Padma Shri award to his late parents and Lord Dwarkadhish.

Expressing his emotions, Padma Shri Nilesh Mandlewala said, “This honour is not just mine or Donate Life’s honour, but it belongs to the entire city of Surat and the state of Gujarat. This honour belongs to all organ donors and their family members.” He further stated that this recognition also belongs to all doctors and hospitals of Surat and South Gujarat, Surat City Police, Surat Airport Authority, forensic doctors of SMIMER and Civil Hospital, CISF, print media, electronic media, digital media, all volunteers, staff members, and trustees of Donate Life. He also dedicated this honour to various social organisations and individuals across the country who are continuously supporting and spreading awareness about organ donation.

Nilesh Mandlewala, widely known as the “Organ Man of India,” has devoted nearly two decades to promoting organ donation with a vision that by 2047, no Indian should die due to organ shortage. Starting his mission in 2005 and later founding Donate Life in 2014, he has helped facilitate over 1380 organ and tissue donations, giving new life and vision to more than 1270 people across India and globally. Even during the COVID-19 pandemic, he enabled 203 donations from Surat alone, while his awareness campaigns have reached over 100 million people, helping Surat gain recognition as an “Organ Donor City.”Additionally, Nileshbhai has also been honoured with more than 70 awards by various national and international organisations, including the prestigious “Gujarat Gaurav Award,” the highest civilian honour of the Government of Gujarat.

New Delhi [India], May 29: When people talk about gold in India, the conversation usually stays personal. It is about family savings and the comfort of owning something tangible. But there is a bigger story that runs in the background. Every time demand for imported gold rises, it affects far more than jewellery counters and household budgets. India’s gold import trends also shape how much foreign currency leaves the country, and that has a direct relationship with forex reserves.

Forex reserves act like a national financial cushion. They help the country manage external shocks, support the rupee, and pay for essential imports. Gold, unlike crude or machinery, does not fuel factories or transport goods, yet it takes up a meaningful share of foreign exchange when demand spikes. 

Why Imports Matter More Than They Seem

If you look closely at India’s import-export data, one pattern stands out: gold regularly remains among the country’s major import items. This matters because India consumes far more gold than it produces. 

• Domestic demand often leans on overseas supply. So when imports swell, dollars move out. The connection may not feel obvious to an average buyer comparing necklaces in a showroom, but at the national level, repeated spikes in gold imports can widen pressure on the current account and indirectly influence currency stability.
• That is also why the import of gold in India is often discussed in policy circles with unusual seriousness. Governments do not see gold only as a luxury purchase; they see it as a drain on foreign exchange when buying habits tilt too heavily toward fresh imports. 
• Add the import duty on gold on top of it, and the picture becomes even more layered. Duty is used partly to moderate demand and protect the external balance, but higher duties can also make legal imports more expensive for consumers. The result is a market where buyers still want value, but they start looking for smarter ways to access it.

The Quiet Rise Of Exchange-Led Buying

More families are beginning to view old jewellery not as dead locker stock, but as usable value. A chain that is broken or a piece bought years ago and rarely worn can become the starting point for a new purchase. 

• Gold Exchange reduces the need to buy entirely fresh gold. At a country level, if that mindset widens across millions of households, it can soften the relentless dependence on new supply that drives gold import in India.
• The idea is simple, but trust is what decides whether people actually exchange. For years, many buyers hesitated because they were unsure how their old jewellery would be valued. Questions around purity, melting loss, hidden deductions, or inconsistent pricing kept them cautious. 
• If exchange feels confusing, people go back to buying new things. If it feels fair and visible, the same customer becomes more comfortable recycling existing gold jewellery within the market instead of adding to demand for imported supply.

What Makes Exchange Feel Worth It

A good exchange experience is not about flashy promises; it is about clarity. People want to know how much their ornament weighs, how purity is checked, whether stones are separated properly, and whether deductions are being made quietly in the background. They also want assurance that jewellery bought elsewhere will not be undervalued just because it came from another store. When those basics are handled well, exchange stops feeling like a compromise and starts feeling like a financially sensible decision.

This is where Tanishq has managed to set a strong benchmark without needing to make the process confusing. 

• The exchange happens transparently, with testing, weighing, and melting done in front of the customer’s eyes rather than behind closed doors. 
• Old jewellery from other jewellers is also accepted, even in cases where the original bill is unavailable, which removes a common barrier for many households. 
• More importantly, the valuation process is designed to feel visible and understandable, especially with the gold selling rate being the same as the exchange rate. In a category where suspicion can easily creep in, that kind of openness changes the tone of the entire transaction[1].

A Smarter Answer For Buyers And The Economy

There is a wider lesson here. The debate around the gold import duty in India in 2026 will probably continue, because policymakers will always have to balance consumer demand, revenue, and external stability. But duty alone cannot reshape behaviour. What changes behaviour is convenience backed by trust. If more consumers choose exchange over fresh purchase wherever possible, the pressure created by repeated import surges can ease at least at the margin. 

For the customer, the logic is even more immediate. Exchange lets old value re-enter use instead of sitting idle. For the market, it encourages recycling over unnecessary fresh demand. The most sensible future may not be one where Indians buy less gold, but one where they buy more thoughtfully. 

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

The Issue comprises a fresh issue of 38,98,000 equity shares aggregating to Rs. 27.29 crore

Mumbai (Maharashtra) [India], May 28: Aureate Tradde Limited (“Company”), a Mumbai-based company engaged in the business of polymers and plastics, Lithium Ion Cells and EV Chargers for 2-3 wheelers, announced the opening of its Initial Public Offering (IPO). The Issue will open for subscription on Friday, May 29, 2026, and will close on Tuesday, June 2, 2026. The company is proposed to be listed on the BSE SME platform with a tentative listing date of June 5, 2026.  The Issue Price has been fixed at Rs. 70 per equity share, and the total Issue Size is Rs. 27.29 crore.

Highlights:-                                                                

• The minimum application lot size is 2,000 equity shares with a face value of Rs. 10 per share
• The company intends to utilise the IPO proceeds towards working capital requirements, repayment of borrowings, and general corporate purposes

The company has also expanded into Sodium Ion Cell solutions, an emerging next-generation battery technology segment for electric mobility applications

The IPO comprises a fresh issue of 38,98,000 equity shares of face value Rs. 10 each through the book building process. The lot size for the application is 2,000 shares. The minimum retail investment is Rs. 2,80,000 for 4,000 shares based on the upper price band. The minimum HNI application size is 3 lots or 6,000 shares, amounting to Rs. 4,20,000. Corporate Makers Capital Limited is the Lead Manager to the Issue, while MUFG Intime India Private Limited is the Registrar to the Issue. Giriraj Stock Broking Private Limited is the Market Maker for the company. The allotment is expected to be finalized on June 3, 2026.

The company intends to utilise Rs. 10 crore from the IPO proceeds towards funding working capital requirements and Rs. 9.93 crore towards repayment or prepayment of certain borrowings availed by the company. The remaining funds will be used for general corporate purposes and issue-related expenses.

Commenting on the development, Ms Kalash Shah, Director of Aureate Tradde Limited, said, “Over the years, we have built a strong presence in the trading and distribution of industrial and technology-driven products across India. Our focus has always been on reliable execution, efficient supply chain management, and building long-term relationships with customers. With growing opportunities in electric mobility and energy storage, we have also expanded into Sodium Ion Cell solutions, which we believe is an important emerging segment. The IPO marks an important step in our growth journey and will support us in strengthening our working capital position, improving operational capabilities and expanding our presence across key business verticals.”

For the period ended December 2025, Aureate Tradde Limited reported total revenue of Rs. 101.83 crore. The company recorded EBITDA of Rs. 7.32 crore and Profit After Tax of Rs. 4.28 crore. The financial performance reflects steady business growth, improving profitability, and continued demand across its key business segments.

Aureate Tradde Limited operates in the trading and distribution of industrial and technology-driven products across polymers and petrochemicals, battery cells, and EV chargers. Recently, it has expanded into Sodium Ion Cell solutions, a next-generation battery technology designed for electric two-wheelers and three-wheelers. Going ahead, the company aims to further strengthen its presence in the electric mobility ecosystem and scale its distribution network with a focus on efficient and sustainable growth.

About Aureate Tradde Limited

Aureate Tradde Limited was incorporated in 2018 and is based in Mumbai, Maharashtra. The company has built its presence in the trading and distribution space by working closely with global sourcing partners and maintaining a strong supply network across India. It operates on an inventory-led model, which helps it ensure the timely availability of products and better service to customers across industries. Over the years, the company has expanded its portfolio from polymers and petrochemicals to include lithium-ion and sodium-ion battery solutions as well as EV charging products. With this diversified approach, Aureate Tradde continues to focus on supporting the growing needs of the industrial and electric mobility sectors in India.

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