Organized in association with The Style Stage, the event aims to celebrate creativity, talent, and innovation while providing a powerful platform for emerging and established models, fashion designers, industry professionals, influencers, and brands to engage with a wider audience.

Positioned as a premier fashion and entertainment experience, the Fashion Runway Show 2026 will showcase curated collections from talented designers, feature distinguished guests from the entertainment industry, and create opportunities for networking, collaboration, and talent discovery.

The event is expected to attract participants and attendees from across India, further strengthening Goa’s position as a vibrant destination for fashion, culture, and creative expression.

A significant highlight of the showcase will be its extensive digital visibility, supported by The Social Trunk Connect’s robust media and promotional network. The event will receive comprehensive coverage across digital platforms, social media channels, and lifestyle publications, ensuring wide-reaching engagement among fashion enthusiasts and industry stakeholders.

In addition, the Fashion Runway Show 2026 is expected to be featured across prominent Marathi OTT entertainment platforms, providing extended visibility and audience reach beyond the live event experience.

Speaking about the initiative, the organizers stated:

“Fashion today is more than style—it is a powerful medium for storytelling, self-expression, and cultural influence. Through this platform, we aim to create meaningful opportunities for talent while bringing together key stakeholders from the fashion and entertainment ecosystem. Our vision is to establish a platform that not only showcases creativity but also enables long-term industry connections and growth.”

The event will feature runway presentations, celebrity appearances, media interactions, red-carpet moments, designer showcases, and exclusive networking opportunities, creating a memorable experience for participants and audiences alike.

With a focus on excellence, innovation, and industry collaboration, The Social Trunk Connect Fashion Runway Show 2026 is poised to become one of the most anticipated independent fashion events of the year.

About The Social Trunk Connect

The Social Trunk Connect is a dynamic platform that bridges the gap between talent, brands, media professionals, influencers, and the entertainment industry through curated events, strategic collaborations, and impactful promotional initiatives. The platform is committed to creating opportunities that empower individuals and brands while fostering growth within the fashion, lifestyle, and entertainment sectors.

About The Style Stage

The Style Stage is a fashion-focused platform dedicated to promoting creativity, style, and emerging talent through professional showcases, industry collaborations, and experiential events that connect designers, models, and fashion enthusiasts.

Media & Partnership Enquiries

The Social Trunk Connect

Email: thesocialtrunk.connect@gmail.com

Contact: +91 8424054056

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The platform helps students benchmark performance nationally, identify weak areas, understand behavioural learning patterns, and prepare more strategically through advanced analytics and adaptive preparation intelligence.

Unlike traditional mock-test platforms that primarily focus on test delivery, TopNow positions itself as an academic intelligence platform that helps students understand not only what they scored, but also:

• how they compare nationally
• where they are losing marks
• how they perform under pressure
• which preparation strategies require improvement

TopNow combines:

• AI-driven performance analytics
• national benchmarking
• behavioural learning insights
• gaming-based engagement
• adaptive preparation workflows

into a single integrated platform experience for students, parents, educators, and academic institutions.

According to the company, the platform is designed to support data-driven preparation for high-stakes competitive exams such as NEET and JEE by combining large-scale assessment infrastructure with intelligent academic analytics.

“TopNow.in has been built to give students and institutions a more intelligent view of competitive exam readiness. The platform goes beyond traditional mock testing by combining analytics, behavioural understanding, rankings, and adaptive learning intelligence into one unified system designed to support better preparation outcomes,” said Uday Shankar, CEO of TopNow.

India’s competitive exam ecosystem is becoming increasingly data-driven, with students and institutions demanding deeper analytics and actionable preparation insights beyond traditional test delivery.

TopNow enters this evolving market with a differentiated proposition for highly competitive entrance exams such as NEET and JEE. TopNow invites partnerships from Schools, coaching centres and academic service providers who likes to be part of this ecosystem. 

About TopNow.in

TopNow.in is an AI-powered Competitive Intelligence Platform focused on NEET and JEE preparation. The platform combines various innovative features including performance analytics, ranking intelligence, gaming-based learning to help students improve academic performance and exam readiness. TopNow is part of Scentric Networks.

Media Contact

TopNow
info@topnow.in
www.topnow.in
+91 7200189076

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The round will also see participation from several angel investors along with the startup’s co-founders Suhas Rajkumar and Ankit Gupta, who are each investing ₹13.5 crore into the company.

According to regulatory filings accessed through the Ministry of Corporate Affairs (MCA), the company’s shareholders approved the issuance of over 2.11 lakh Series X Compulsorily Convertible Preference Shares (CCPS) at a price of ₹6,000 per share.

Simple Energy plans to utilise the fresh capital for business growth, retail expansion, and strengthening its overall operations as competition in India’s electric vehicle market intensifies.

The funding appears to be part of a larger ongoing round. Including this latest raise, the startup’s total funding has crossed $84 million so far.

The company’s investor base already includes names such as Haran Family Office, Desai Family Office, and Vasavi Family Office.

Founded in 2019 by Suhas Rajkumar and later joined by Shreshth Mishra and Ankit Gupta, Simple Energy operates in India’s fast-growing electric two-wheeler segment.

The startup currently offers three electric scooter models Simple One, Simple OneS, and Simple Ultra — and has expanded its retail footprint across multiple states including Karnataka, Tamil Nadu, Andhra Pradesh, Telangana, Kerala, Maharashtra, Rajasthan, Delhi, and Uttar Pradesh.

At present, the company operates nearly 70 retail outlets across the country.

Simple Energy is also preparing for a public listing. Last year, co-founder Rajkumar revealed that the company was targeting an IPO by FY27 and planned to raise nearly $350 million through the offering to accelerate research and development and expand its retail network to around 500 stores.

Despite its ambitious growth plans, the startup has faced several challenges since its early days. Deliveries, initially expected to begin in 2022, were delayed due to regulatory issues and fundraising hurdles, impacting early momentum.

However, the company began gaining traction in 2025 as demand for electric scooters improved.

According to Vahan data, Simple Energy has sold nearly 4,806 electric scooters so far, including 1,244 units in April 2026. The company achieved its highest-ever monthly sales in March with 1,775 units before witnessing softer demand in April amid an overall slowdown in India’s electric two-wheeler market.

Industry-wide, electric two-wheeler registrations declined 20% month-on-month in April to around 1.4 lakh units, although volumes remained significantly higher compared to the same period last year.

Simple Energy competes with major EV players including Ather Energy, Ola Electric, River Mobility, Ultraviolette Automotive, and Oben Electric.

The Indian EV market is becoming increasingly competitive as startups and traditional automakers continue investing heavily in localisation, technology, niche segments, and faster go-to-market strategies.

Government support has also continued to strengthen the sector. Earlier this month, Narendra Modi encouraged citizens to reduce dependence on fossil fuels by adopting electric vehicles, public transportation, and carpooling.

Financially, Simple Energy recorded strong revenue growth in FY25. Its operating revenue jumped more than six times to ₹40.7 crore compared to ₹6.6 crore in FY24, while total income rose to ₹44.3 crore.

At the same time, the company’s consolidated net loss widened by 32.6% to ₹83 crore as operational and expansion-related expenses increased sharply.

The company is yet to announce its FY26 financial results, but management has previously stated that it is targeting massive year-on-year growth in both sales and revenue as it scales operations across India’s expanding EV market.

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Picture this: a family member collapses at home. Panic sets in. Someone grabs a phone and starts calling — one ambulance number leads to a busy tone, another quotes an unaffordable price, a third doesn’t have the right equipment. By the time the right vehicle arrives, twenty minutes have passed. In a medical emergency, that is twenty minutes no one can afford to lose.

This is not a hypothetical. It is the everyday reality for millions of Mumbai residents navigating a broken, fragmented emergency transport system. The city has ambulances but finding the right one, at the right time, at a fair price, has always been the problem.

AIVA Health was built to fix exactly that.

Operating across all of Mumbai, AIVA Health is a single, trusted platform that connects patients and families with verified ambulance services instantly. Whether you need a basic transport vehicle, an ICU-equipped ambulance, ventilator support, or a patient transfer arrangement, AIVA handles it through one point of contact with confirmed booking, transparent pricing, and minimal wait time.

No more calling five numbers. No more haggling on price while someone you love needs help. No more uncertainty about whether the vehicle that shows up will have what the patient actually needs.

“In a medical emergency, families shouldn’t be negotiating at all. We built AIVA so that one call is enough.”

What sets AIVA apart from a simple directory or referral service is its commitment to both sides of the equation. For patients, it means reliability and fairness. For ambulance operators and providers, it means a platform that respects their work — offering fair earnings without the heavy commission cuts that have long made this industry unsustainable for smaller operators.

The platform currently covers every corner of Mumbai from the dense urban corridors of South Mumbai to the outer suburbs and beyond. And while the immediate focus remains on delivering a dependable service within the city, the vision is larger: a pan-India network that brings the same reliability to tier-2 cities, rural districts, and underserved regions where ambulance access is either limited or entirely absent.

India loses thousands of lives each year simply due to delays in emergency transport. Not because of a lack of technology or resources, but because of a lack of coordination.

AIVA Health is not trying to reinvent the ambulance it is building the infrastructure that makes the ones we already have actually work.

Book an ambulance now — visit www.aivahealth.in or call 7400194039

In a city like Mumbai, where every minute on the road matters, that is not a small thing. That is the difference between a life lost and a life saved.

To book an ambulance or learn more, visit www.aivahealth.in | Available across all of Mumbai | All ambulance types covered

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Since its inception in 2018, 77 fellows have graduated, with over 50 progressing to doctoral programmes in India and abroad. This year’s cohort showcased students from diverse areas of specialization, including Finance & Accounting, Decision Sciences, Information Systems, Economics, Strategy, Marketing, OB&HRM and Public Policy. 

The NSR Pre-doc is designed to create meaningful career pathways for candidates from historically underrepresented communities in management and allied disciplines. Through a combination of methodological training, close faculty mentorship and early immersion in research, fellows are equipped not only to access PhD programmes but to pursue their research interests and contribute to the field with depth and confidence.

The stipend-supported initiative, which is a deliberate effort to build a diverse and rigorous pool of aspirants for doctoral studies, enables fellows to build long-term professional relationships with peers and professors, while also allowing the Institute to make a determined investment in the future of India’s research landscape. 

Faculty reflections 

Prof. Anil B Suraj, Chairperson, NSR Pre-doc and Committee on Diversity and Inclusion, and faculty of the Public Policy area of IIMB, congratulated the fellows on completing the requirements of a competitive programme. Calling the participants a “wonderful composition” for its interdisciplinary diversity, he noted that students of the outgoing batch had pursued master’s programmes from a variety of national and international universities and came with backgrounds in physics, computer science, social science, data science, law and more. “We now have 77 predoc fellows – with two who have already got their PhDs – one from IIT Madras and one from IIM Bangalore. Two more are soon to defend their thesis”, he said.

Prof. Mukta Kulkarni, Dean, Programmes, and faculty of Organizational Behavior & Human Resources Management at IIMB, reflected on the academic preparedness of the fellows and observed that many transitioned seamlessly into doctoral coursework and contributed meaningfully to the classroom. “I’ve had the pleasure of having Pre-doc students in my class who have then moved into my PhD class. I can attest that some of the best contributions have come from you,” she said. She also noted the programme’s expanding portfolio of success stories and expressed the hope that the fellows had a fruitful and fulfilling journey at IIM Bangalore.

Prof. Dinesh Kumar, Director-in-charge, IIMB, and faculty of the Decision Sciences area, encouraged fellows to view this transition as the beginning of a longer academic journey. He expressed the Institute’s aspiration to welcome them back as future faculty and acknowledged the role of families, faculty and mentors in supporting their progression. “As more of our Pre-doc students complete their PhDs, we can say the programme has achieved what it was designed to do”, he said, referring to its vision of enhancing social diversity and diversity of thought in management academia while providing a structured pathway into doctoral programmes.

Prof. Jitamitra Desai, Decision Sciences area, extended his congratulations to the participants on starting a research career. “I commend you for taking up research as a career. I can say with complete certainty that it is a rewarding one”, he said, adding that “knowledge creation through research” and “knowledge dissemination through teaching” are important commitments of academia. 

Prof. Ludvig Levasseur, Entrepreneurship area and member of the NSR Pre-doc faculty committee, noted that the programme continues to attract increasingly competitive cohorts and is enabling strong placements into doctoral programmes.

Prof. Tarun Jain, Chairperson, Doctor of Philosophy (PhD) and faculty in the Production & Operations Management area, encouraged fellows to remain adaptive as they move forward. “As you progress, keep embracing emerging technologies, but don’t use them to outsource your thinking or your research process”, he said, urging them to stay flexible towards an uncertain future and be accustomed to the volatility of the system. He also emphasized the importance of engaging with new market challenges and developing targeted, solution-oriented research as students part of a B-school.

Prof. Sourav Mukherji, Dean, Faculty, spoke of the genesis of the programme eight years ago and highlighted its long-term vision. He expressed confidence in its continued growth and its role in strengthening the pipeline of research-oriented faculty in India. “I look forward to the total number of fellows reaching 100 – and to welcoming some of you back as faculty members”, he said, adding that the country’s need for good teachers is closely tied to a strong research orientation. “It is a difficult journey, but one that is deeply rewarding”. 

Prof. Reshma Chirayil Chandrasekharan, faculty in the Decision Sciences area and member of the programme committee, noted the steady improvement in the cohort’s diversity and academic depth over the years.

Personal reflections on the NSR Pre-doc experience

At the ceremony, the outgoing batch shared their personal and academic gains from NSR Pre-doc. “I learned how to read academic literature more deeply, frame research questions, and work on conceptual writing”, said Nisha Kumari, OB&HRM area.

“The programme helped me appreciate research as a process of asking meaningful questions rather than simply seeking answers”, said Meera Remesh from the Finance & Accounting area. This experience, she added, was instrumental in strengthening her decision to now pursue a research-focused career.

Snehal Khandare, with a background in Insolvency and Bankruptcy Law, said that her interest in the question “how do you make strategy work when the rules keep changing?” led her to the programme. “I joined IIMB’s NSR Pre-Doc programme in the Strategy area to move beyond legal compliance”, she said, adding that she sought to understand how firms can navigate insolvency without eroding value, and how governance, in turn, shapes strategic outcomes.

“This hands-on engagement significantly improved my technical skills and gave me a clearer understanding of the standards expected in academic research. It also helped me develop patience, attention to detail, and the ability to work through datasets and methodologies,” said Poonguzhali R P, Economics area.

Batch profile 

The 2025–26 cohort comprised twelve fellows: Anagha P, OBHRM area; Dhruv Singh, Information Systems area; Jarupula Gunavardhini, Public Policy area; Nisha Kumari, OBHRM area; Poonguzhali R P, Economics area; Sushanta Patel, Decision Sciences area; Bency Antony, Public Policy area; Snehal Khandare, Strategy area; Anslin B S Saj, Decision Sciences area; Mauzmi Nazar, Marketing area; Jaideep Barman, Information Systems area; and Meera Remesh, Finance & Accounting area. 

Many have presented research at prestigious national and international conferences, with several of these works already leading to academic publications. The programme’s success is also reflected in the doctoral programmes of choice secured by the fellows at leading national and global institutes.

The ceremony came to a close with the distribution of certificates, which marked the culmination of the cohort’s engagement with the programme and the beginning of their transition into doctoral study.

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Oversize apparel was trending globally when the pandemic struck the world in 2020. Indian brands, however, refused to pick up the trend. Gupta started with basic products, making mockups, and promoting them on Instagram through ads to generate orders, until he pivoted to oversized T-shirts for women and gradually widened the basket to a unisex portfolio.

“I didn’t fully realise it, but the timing worked in our favour. No one was doing this. Most of the T-shirts available in the market lacked quality and strong design. From day one itself, we focussed on design and quality to create space for Bonkers.”

The D2C brand got a boost after it appeared on Shark Tank India Season 5, where Namita Thapar of Emcure Pharmaceuticals committed ₹1.5 Cr in investment. Bonkers cornered $15 Mn from its Series A round, led by India SME Investments along with participation from Atul Ruia-led Phoenix Family Office, in March 2026.

Bootstrapped until the first round, the brand remained profitable since its debut. Backed by a steady growth in business, Bonkers bespoke into the retail space in 2023. Three years on, it counts 40% of its business coming from the retail wing.

“Since we were making profits, we did not think of raising external capital. But, as retail was doing well, we needed money to push our offline expansion. A single store takes up to ₹3 Cr to set up,” Gupta said.

The Building Blocks Of Streetwear

In 2011, Gupta dropped out of college after his family’s textile printing business suffered strains.

He stepped in and started figuring out the fundamentals of textile printing — from strain printing processes to how chemicals behave, and what could go wrong in production. By 2013, he decided to move into garment manufacturing. 

“While I always wanted to build my own brand, I knew that I lacked the experience. Manufacturing felt like the right place to start,” Gupta said.

That phase gave him a front-row seat to India’s booming D2C theatre. He observed how online-first brands scaled, operated, and evolved once funding came into the picture. “When funding comes in, the brand changes. I didn’t feel I could build long-term relationships in that setup.”

The turning point came during the 2020 lockdowns. Manufacturing slowed, payments became uncertain, and it forced a decision: keep depending on other brands or build something of your own.

Gupta spotted a clear gap. While oversized streetwear was already a global phenomenon, part of a market estimated at over $371 Bn in 2025, but in India, the category was still nascent, fragmented, and largely untapped. 

Bonkers Corner zeroed in on this. “It was trending a lot globally. So, we started oversize apparel with a few SKUs in women-focussed tees. Once traction from DM increased, we launched our own website in 2020. By the time we closed our first full fiscal in FY21, we were standing at an INR 5 Cr revenue,” said Gupta.

Venturing Beyond The Core 

By the time Bonkers turned two, Gupta realised that the category was naturally unisex. The realisation was affirmed by a notable traction from male buyers. “Male models were hired,” he said. 

“This shift also helped us optimise inventory. Instead of managing separate stock for men and women, a single inventory could serve both the segments, no matter if the split was 70-30 or 50-50. This helped us get rid of any dead stock at all. While most brands typically see 5–10% inventory write-offs, we haven’t had to write off any products.”

The brand’s unisex streetwear portfolio today spans across 12,000 SKUs in categories such as oversized apparel, gym wear, joggers, hoodies and sweatshirts. 

Expanding beyond the core, Bonkers also leaned into licensed collaborations early on with brands such as Disney, Smiley, Playboy, Tokidoki, and Hot Wheels. These collaborations now make up 15% of its revenue. 

Its first physical event was Comic Con, a pop-culture event where people gather to celebrate comics, movies, television, gaming, anime, and more. This came as a shot in the arm for the offline segment, while the online foundation kept gathering strength.

That’s when Bonkers decided to approach Phoenix Mall to set up their first physical store. It was launched in September 2023.

What Paid Off For Bonkers Corner

From online to offline expansion and focus on vertical penetration, Bonkers has established a few concrete strategies.

Mastering The Basics: Gupta counts his technical experience and knowledge as the competitive edge of the brand. After spending nine years in production, he claims that Bonkers is directly involved in every stage of manufacturing the product – from sourcing of material to supply chain. 

“There’s a clear difference between us and many other brands because I come from a technical background, having spent nearly nine years in production. I understand everything from sourcing and pricing to garment construction, so there’s no scope for inefficiencies or being misled. Many founders rely on intermediaries for these decisions, which raises costs and reduces quality,” he added.

Cost Discipline At Core: The company always kept a tighter leash on expenses. Gupta stressed that the brand has stayed focussed on certain basics like this since day one, while keeping its team size and overheads largely unchanged. 

He claims that even today, the company maintains a lean structure, with controlled overheads despite rising revenue. 

Quality Machinery And In-House Production: Bonkers chose to work directly with vendors, instead of relying on intermediaries.

The company claims to be handling everything in-house. It runs three manufacturing sites. Its printing machinery is bought from Portugal and stitching and embroidery machines from Japan, while its raw materials are domestically sourced, including yarn from Vardhaman, with inks imported from Japan. 

The D2C fashion industry, according to Gupta, struggles with lack of transparency as a lot of brands do not know much about sourcing as they appoint intermediaries to do it on their behalf. This also impacts costing. 

Bonkers held onto its initially identified trends pretty strongly. For instance, its joggers became bestsellers in the initial cycle. Today, the product makes up 50% of its revenue. 

The Influencer Marketing Play: Bonkers adopted a digital-first, influencer-heavy strategy once the brand started getting customers in 2021-23. In in the initial phase, it spent roughly 40–50% of its marketing budget on influencer collaborations. “This helped drive high organic discovery and low-cost customer acquisition among Gen Z audiences,” Gupta said.

As the business scaled, the marketing mix became more balanced with 30-35% spent on performance marketing (Meta/Google), 25–30% on influencer marketing, and 15–20% on content and social. “Importantly, influencer marketing transitioned from a pure acquisition lever to a content and trust engine, while offline stores began acting both as visibility drivers and conversion hubs.”

Charting The Future 

The ongoing conflict in West Asia has affected several vital industries in India with apparels being one of the worst hit. From a surge in raw material prices to shortage of workers, Indian D2C brands are absorbing the cut as of now. 

Gupta mentioned that several workers from his factories have migrated back to their home towns after LPG price hike raised their cost of living in cities. The price of raw materials like yarn and dye too has gone up to 30%. “If the war goes on, I will have to change the pricing. As of now, I am absorbing the extra cost.”

With fresh capital in place, the company is now gearing up for aggressive retail expansion. It plans to have 100 outlets by next year, including 25–30 to be launched this fiscal. Retail contributes to 40% of the total revenue, while 55% comes from its own website and 5% from marketplaces. 

The brand is working to set up a green manufacturing plant with a total investment of approximately ₹100 Cr. The investment will take place in phases with ₹30 Cr infused in the first phase. 

Bonkers aims to have all compliance certificates and make 100% sustainable operations at the green plant. It has bought a place in the Murbad city of Maharashtra for this. The brand has three manufacturing facilities in Patgaon, Ulhasnagar, and Khopoli. 

With the green plant, Gupta plans to shut two of three existing manufacturing plants and centralise them in a bigger unit. It is pertinent to note that the brand handles manufacturing in-house. In the ongoing fiscal, Bonkers will focus on denim as a category extensively. 

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As per the clause, Zomato could fine three times the differential amount for each order, if the restaurant partners violated the clause. The older version of the contract stated that Zomato could use customer complaints or even “mystery shopping” to investigate price disparity between a restaurants’ dine-in prices and cost on the platform. 

While the clause existed in the contract, it was never enforced, as per sources.  Inc42 has reached out to Zomato to seek clarification on the development. The story will be updated based on its response. 

Reuters reported the development first. As per its report, the clause was opposed by the National Restaurant Association of India (NRAI) as it restricted restaurants’ pricing ability.

Last year, Zomato was seeking feedback from its restaurant partners to bring alterations to its commission models. These discussions were kicked started due to intensified competition after Rapido entered the foodtech space with Ownly. However, nothing concrete came from this.

In the past, Zomato had also rolled out a policy under which refund costs were to be split equally between the platform and restaurant partners. However, it was put on hold after receiving cold response from the restaurant partners. 

On the consumer front, the listed foodtech giant hiked its platform fees by nearly 20% to ₹14.9 per order on a pre-GST basis in March. This price increment came within months of it hiking the platform fee to ₹12.5.

Zomato’s to and fro around restaurant partner policy comes at a time when West Asia conflict has put a major burden on eateries due to difficulties in procuring LPG. The prices of the gas have gone up significantly since March, resulting in restricted deliveries to temporary halt in operations.

This, in turn, is also expected to have some pressure on the financial performance of food delivery platforms. A market analyst Inc42 spoke with in March said that while the current disruption may be temporary, restaurant-side constraints could quickly reflect in platform metrics. “Even a short-term LPG shortage could translate into fewer active restaurants, reduced menu availability and lower order volumes which will trigger investor reaction” the analyst had said.

While Eternal’s Q4 FY26 results are due next week, Zomato raked in an operating profit of ₹547 Cr (up 27% YoY) during the December quarter. The segment’s revenue grew 29% YoY to ₹2,676 Cr.  

Eternal’s net profit jumped 73% to ₹102 Cr in the quarter, while operating revenue surged more than 3X to ₹16,315 Cr, largely due to Blinkit’s shift to inventory-led model.

Shares of Eternal ended today’s trading session 1.16% lower at ₹259.90 on the BSE

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AAPSI Foundation, a registered NGO working since 1997 in areas of environment, sustainability, and skill development, has pioneered India’s first green crematoriums for pets and small stray animals, promoting eco-friendly and respectful end-of-life services. 

The EV vehicle provided by Lords Mobility will support AAPSI’s operations by ensuring efficient, eco-friendly transportation aligned with its green cremation initiatives 24×7. 

Dr. Sunil Kumar Gulati, Founder & Vice President, AAPSI Foundation, said: “We are deeply grateful to Lords Mobility for this thoughtful support. This initiative strengthens our mission of providing dignified and environmentally responsible last rites for Pets  & Strays 24×7. The EV vehicle will significantly enhance our reach and impact even before foul smell starts emanating.” 

Mr. Ramesh Miglani, MD, Lords Mobility, added: “At Lords Mobility, we believe innovation must serve society. This initiative reflects our commitment to meaningful impact beyond business. Lords Mobility not only makes vehicles, but it also makes society better.” 

Lords Mobility continues to focus on building sustainable and socially responsible mobility solutions, reinforcing its vision of contributing to a greener and more compassionate future. 

About Lords Mobility Lords Mobility, Lords Mark Tech Next Pvt Ltd is a leading EV manufacturer focused on 3W innovative, reliable, and sustainable electric mobility vehicles across India.

. About AAPSI : AAPSI ( www.aapsiinida.org) is a registered NGO engaged in environmental sustainability, green crematoriums, skill development, especially in elderly care, with a strong presence across multiple states in India.

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The inauguration ceremony was held today at Silicon Business Centre, 411, 4th Floor, Nashik, Maharashtra, starting at 10 AM. The event was graced by Chief Guest Shri Sameer Bhujbal, while the program was organized under the leadership of Nashik Center Head, Mrs. Ranjana Kathi.

Several dignitaries marked their presence at the event, including Mr. Balkrushna Shirsath, Mr. Bhagwan Nana Donde, Mrs. Madhuri Tai Demse, Mr. Keshav Porje, Mrs. Bharati Menon, and Mr. Prashant Patil.

Boost to Skill Development

The UAV Pilot Academy has been launched to address the growing demand for skilled professionals in India’s expanding drone ecosystem. The academy offers DGCA-approved training, focusing on hands-on flying experience, safety protocols, and practical knowledge required in real-world operations.

70% Practical Training Model

A key highlight of the academy is its 70% practical and 30% theoretical training approach, ensuring that students gain real-time operational expertise and confidence in drone handling.

Key Training Facilities Include:

• Advanced drones and simulators
• Safe and controlled flying zones
• In-depth regulatory and compliance training
• Guidance from experienced instructors

Growing Career Opportunities

With drones being widely used across sectors such as agriculture, surveying, infrastructure, media, and defense, the demand for trained drone pilots is increasing rapidly.

Career Opportunities Include:

• Agricultural spraying and services
• Surveying and mapping
• Infrastructure inspection
• Cinematography and media
• Homeland security and defense
• Drone-based entrepreneurship

Admission Details

• Course Duration: 1 month
• Eligibility: Age 18–60 years, any educational background
• Requirement: Basic medical fitness
• Financial Support: EMI options available

The launch of the UAV Pilot Academy in Nashik is expected to significantly boost local skill development and provide youth with access to future-ready careers.

With the message “Be a part of the Drone Revolution,” SEWA Mumbai has taken a major step towards empowering the next generation with cutting-edge technological skills.

Explore More : https://www.uavpilotacademy.co.in/

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The ceremony was graced by a distinguished galaxy of dignitaries, including Sri Pradyumna Krishna Dasa, Spiritual Leader (ISKCON); Mr. Deep Preet Bindra, General Manager, The Westin Hyderabad Mindspace; Mr. Gaurav K. Kumra, VP & GM, Trident Hyderabad; Mr. Ajit Singh Garcha, Area GM, The Park Hyderabad; Mr. Baranirathan Chidambar, VP Operations, Green Park Hotels; Mr. Vishal Srivastava, General Manager, Vivanta Hyderabad; Mr. Nagesh Pampati, Chairman, TAAI Andhra Pradesh & Telangana Chapter; Mr. Krupakar Ravipati, Assistant Director, India Tourism and Mr. Sanjay Thakur, Principal, IHM-Hyderabad. Their presence added immense prestige and inspiration to the celebration.

The event commenced with a traditional Ganesh Vandana followed by the National Anthem, setting a tone of dignity and unity. In his welcome address, Principal Mr. Sanjay Thakur reaffirmed the institute’s commitment to shaping skilled, industry-ready hospitality professionals. A key highlight was the unveiling of the annual college magazine CACKLE, reflecting the institute’s milestones, creativity, and accomplishments over the past year.

Recognizing Excellence and Achievement

The ceremony honoured faculty and administrative members for their invaluable contributions, acknowledging their dedication in strengthening the institute’s academic and operational excellence.

Placement Highlights

A key highlight was the institute’s strong placement record. Around 40 students secured Management Trainee roles in leading hotel chains, while over 150 were placed across sectors such as QSRs, FMCG, retail, co-working spaces, airport outlets, corporate catering, and facility management. Several final-year students are also progressing towards international placements, reflecting robust industry connect.

Student Achievements

Academic toppers and outstanding sportspersons were felicitated at the Yamuna Ranga Rao Trophy Inter-College Sports Meet, celebrating both excellence and legacy. Creative talent was recognised through the Inter-Collegiate Flower Arrangement Competition, while students excelling in state and national culinary competitions—including India Skills and Everest Better Kitchen—were honoured for their exceptional skill and innovation.

List of prize winners

Academic Award Details

Preeti Chouhan – (Alumnus 2025) Has secured first rank in final year & Topper in F&B Service & Topper in Accommodation Operations

Hedaoo Rushil Avinash – (Alumnus 2025) – 2^nd Topper of 2024-25 Final Year            

Rahil Sharma – (Batch 2026) – Topper II^nd Year B.Sc.2024-2025

Nalla Bipin Teja – (Batch 2026) & 2^nd Topper II^nd Year B.Sc.2024-2025              

Meghana Bhutada – (Batch 2026) Topper II^nd Year B.Sc.2024-2025, vegetarian course

Sattwikee Ray – (Batch 2027)     Topper I^st Year B.Sc.2024-2025           

Akshit Baliyan – (Batch 2027)    2^nd Topper I^st Year B.Sc.2024-2025               

Kovvuri Pavani – Alumnus 2025 Topper of 2024-25 Craftsmanship Certificate Course in Food Production & Patisserie             

Amaresh Samal – (Alumnus 2025) 2^nd Topper of 2024-25 Craftsmanship Certificate Course in Food Production & Patisserie   

The ceremony featured a series of insightful addresses by distinguished guests, offering students valuable perspectives on the evolving hospitality landscape.

These addresses collectively provided motivation, industry insights, and practical guidance for students as they prepare to enter the professional world.

The post IHM Hyderabad Celebrates Excellence with Stellar Placements and All-Round Student Achievements! appeared first on The India Bizz Startup News Website.

The post IHM Hyderabad Celebrates Excellence with Stellar Placements and All-Round Student Achievements! appeared first on The India Bizz Startup News Website.