Tag: Business

Powered by patented Pumpkin Seed Stem Cell Technology and Gatuline® Radiance, the everyday formula cleanses without leaving skin feeling dry or stripped

New Delhi [India], October 1: Humuss Beauty, a vegan and cruelty-free skincare brand focused on effective, accessible and barrier-conscious skincare, has launched its ‘Barrier Boost’ Gentle Face Cleanser, a daily cleanser formulated to cleanse, refresh and brighten the skin without leaving it feeling dry or stripped.

At the heart of Barrier Boost is patented Pumpkin Seed Stem Cell Technology, paired with Gatuline® Radiance, an advanced cosmetic active from Gattefossé designed to enhance skin radiance and luminosity. Together, these technologies complement the cleanser’s gentle cleansing action to help skin look fresher, smoother and more radiant, while supporting a healthy-looking skin barrier.

The gel-based cleanser brings together Vitamin E Active Beads, Glycolic Acid, Papaya Extract and Aloe Vera Extract to provide gentle cleansing and mild exfoliation as part of an everyday skincare routine. Glycolic Acid and Papaya Extract help remove dead skin cells and refine the appearance of pores, while Vitamin E and Aloe Vera help condition the skin, leaving it feeling soft, refreshed and comfortable after every wash.

“With Barrier Boost, we wanted to rethink the role of a daily cleanser. Cleansing should not leave the skin feeling tight or stripped; it should be the first step towards healthier-looking, more balanced skin. By combining carefully selected brightening, exfoliating and antioxidant ingredients with advanced skincare technology, we have created a cleanser that brings together everyday cleansing and barrier-conscious skincare,” said Prabal Bhatia, Co-Founder, Humuss Beauty.

Designed for everyday use, Barrier Boost Gentle Face Cleanser is SLS-free and paraben-free and is suitable for all skin types. The formula is designed to cleanse without stripping the skin while helping maintain moisture and supporting a fresh, radiant-looking complexion.

To use, pump a small amount onto damp hands, lather and gently massage onto a wet face in circular motions before rinsing thoroughly with water. For best results, Humuss Beauty recommends using the cleanser at least twice a day.

Beyond its product portfolio, Humuss Beauty is also expanding its consumer engagement through experiential initiatives. The brand participated in the Wipro Bengaluru Marathon 2026 in association with Smytten, where runners had the opportunity to discover and experience its everyday skincare essentials, Sun-Sational SPF 50 Sunscreen and Hello Hydration Moisturiser, through curated product kits.

Pricing & Availability

Barrier Boost Gentle Face Cleanser is available on the brand’s official website, Humussbeauty.com, and Flipkart at INR 499, and will soon be available on other online platforms, including Amazon and Smytten.

About Humuss Beauty

Humuss Beauty is a vegan and sustainable skincare brand focused on clean, barrier-supportive formulations designed for modern lifestyles. By combining efficacy-driven ingredients with responsible beauty practices, the brand aims to deliver everyday skincare essentials and targeted treatments suited to diverse Indian skin needs.

For more information: https://humussbeauty.com/

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New Delhi [India], October 1: Sculptor Niyamat Mehta presented Sculpt Someone You Love, an intimate portrait-sculpting experience at Zetu, the newly opened modern Sri Lankan restaurant in Mehrauli. Curated and hosted by Cities Without Houses India, the afternoon brought members of Soho House’s wider creative community together for an experience centred on portraiture, observation and human connection.

Cities Without Houses is a unique membership helping to make the Soho House community truly global and diverse, enabling creatives from all over the world to make meaningful connections with each other – even in cities where there is no Soho House.

For Sculpt Someone You Love, CWH invited members to arrive with a partner, friend, sibling or family member and create a portrait of one another in clay. Built around the idea that some of the best conversations happen while our hands are busy, the experience moved away from the formality of a conventional art class. Instead, it unfolded more like an artist’s dinner party: slow-paced, playful and welcoming, with guided sculpting alongside drinks, seasonal small plates and conversation.

No previous artistic experience was required. The charm lay as much in the wonderfully imperfect portraits as in the act of looking at someone familiar with fresh attention. Mehta guided guests through a 90-minute portrait-sculpting session, with clay, tools and workstations provided on site. The wider three-hour programme included an introduction to Zetu, welcome drinks and bites, an artist introduction and opening, curated snacks by Zetu, a wine pairing and music selected by Mehta. Sandalwood was considered as a scent note for the setting, extending the experience beyond the worktable into a more atmospheric, sensory afternoon.

The event was designed for an intimate group, with approximately 10–12 participating members and 25–30 guests in total. A photographer documented each finished sculpture against a styled backdrop at Zetu, creating portrait-style images intended for branded frames. Event pamphlets and branded paper bags completed the personalised takeaway experience.

“Sculpt Someone You Love was about giving people a reason to look at someone they know well in a completely different way. Portrait sculpture asks you to slow down and notice the smallest things — the tilt of a head, the shape of a cheek, an expression. The sculpture did not need to be perfect. The point was the time spent making it together.” — Niyamat Mehta

Niyamat Mehta (b. 1999, New Delhi) is an Indian sculptor whose practice brings together the discipline of classical European sculpture with a contemporary exploration of mythology, movement and the human experience.

Trained on the banks of the River Arno at The Florence Academy of Art, Mehta developed a rigorous foundation in anatomy, observation and working from life. These principles continue to inform a practice spanning portraiture, the human figure and increasingly symbolic and surreal compositions in bronze.

Her work has been presented internationally, including at Palazzo Albrizzi during the 2022 Venice Biennale, as well as across exhibitions in London and New Delhi. Mehta has held two solo exhibitions at Bikaner House, New Delhi, and her work has gone under the hammer at Bonhams London, marking an important step in her growing international auction presence. She is set to make her US debut at Bonhams in New York in the first week of December 2026.

Alongside her studio practice, Mehta has developed a growing series of collaborations that bring sculpture into conversation with other creative disciplines. In 2026, she collaborated with Indian couturier Varun Bahl, bringing together the worlds of fashion and art, followed by Sculpt Someone You Love, an artist-led collaboration with Cities Without Houses India.

Mehta operates out of her New Delhi-based studio, Atelier Della Firenze, where she sculpts, teaches and works closely with her collectors.

Event Details:

Event: Sculpt Someone You Love

Artist: Niyamat Mehta

Curated and presented by: Cities Without Houses India

Audience: CWH India members

Venue: Zetu, Mehrauli, New Delhi

The event was promoted to CWH India members only and centred on a one-afternoon portrait masterclass led by Niyamat Mehta.

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New Delhi [India], October 1: Analyst Layer, an independent analyst firm, today launched a new model for technology sellers pursuing large enterprise deals. A model free from the retainers of traditional old-guard analyst firms. Also unlike a reseller, no extra charges for shortlists or closed deals. Instead, Analyst Layer measures its own performance by one clear test: how often the sellers it introduces make it onto a buyer’s final shortlist.

The launch follows Analyst Layer being added to the approved supplier lists of more than a dozen enterprise IT services companies.

“We earn nothing more if a seller wins and nothing less if they lose,” said Alisha, a senior analyst for the Analyst Layer research team. “That keeps our conversations with CIOs honest. What we do promise is to be judged every quarter on whether our introductions are reaching real shortlists.”

Key facts

Item	Detail
What launched	Shortlist-based analyst model
Who it serves	Enterprise technology and IT services sellers
How clients pay	One flat quarterly fee, nothing tied to deal results
What the fee covers	About 4-5 qualified introductions to CIOs each quarter
How performance is measured	How many introductions reach a buyer’s final shortlist
Yearly aim	About 20 introductions, with 2-3 reaching a final shortlist
Review	Clients judge the work every quarter and can stop at any time
Proof point	Approved supplier to two enterprise IT services companies

How the options compare

Type of firm	Examples	Best for	How they are usually paid
Global research firms	Gartner, Forrester, IDC	Backing big decisions with a trusted name	Yearly subscriptions
Sourcing and services analysts	Everest Group, HfS Research	Comparing IT services providers	Subscriptions and advisory work
Strategy and market advisors	Zinnov	Market sizing and strategy	Project fees
Research startups	Various	Rankings and market maps	Listings and sponsorships
Shortlist-based analyst firm	Analyst Layer	Getting onto shortlists at named accounts	Flat quarterly fee, judged on shortlists

Why no fee is tied to deal results

When an analyst firm earns more from one seller winning, CIOs have reason to doubt its advice. Analyst Layer keeps its fee flat so CIOs know the firm has nothing riding on their choice. A flat fee is also simpler for sellers, since it can usually be approved at the team level without a long sign-off.

Case study: a large global IT infrastructure services company

The company first asked Analyst Layer to study about 100 target accounts. Analyst Layer delivered 200 account intelligence packs, which the company’s sellers used to prepare for first calls. The company then asked Analyst Layer to take on discovery calls and assessments with CIOs.

How it works

1. Analyst Layer speaks with the CIO privately, with no seller in the room.
2. It builds a simple framework that explains the decision the CIO is facing.
3. It hands that framework to the seller to use alongside their own case studies.
4. With the CIO’s permission, it introduces sellers who are a genuine fit.
5. Each quarter, the client reviews how many introductions reached a shortlist.

FAQ

What does “shortlist-based” mean?
 Analyst Layer judges its own work by how often the sellers it introduces reach a buyer’s final shortlist.

Does Analyst Layer earn more if a deal closes?
 No. The fee is flat. It doesn’t change with shortlists or closed deals.

Why not charge a success fee?
 So CIOs can trust that the firm has no money riding on which seller they pick.

How is this different from a lead generation agency?
 Agencies are paid for meetings. Analyst Layer talks to the CIO about the problem first and is judged on shortlists, not meeting counts.

Does Analyst Layer replace Gartner or similar firms?
 No. Global firms help buyers back big decisions. Analyst Layer helps sellers reach shortlists on specific deals. Many clients use both.

What if the work isn’t moving?
 Clients review results every quarter and can stop at any time.

Learn more

Analyst Layer is a performance-based analyst firm that helps enterprise technology sellers find and move large deals. It builds its views from private conversations with sitting technology leaders through its CIO Innovation Network, and it is paid on results rather than activity. Analyst Layer is affiliated with the IIT Bombay Technology Innovation Hub and supported by a MeitY research grant.
 Website: analystlayer.com | Contact: hello@analystlayer.com

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Jose Peter, Co-founder & CEO, Arogya Finance

New Delhi [India], September 30: Healthcare affordability is once again receiving parliamentary attention, bringing the cost of treatment, medical inflation and the financial vulnerability of Indian households back into focus. The discussion is necessary, but it must move beyond a familiar assumption: that expanding insurance coverage alone will resolve the affordability challenge.

Insurance is an essential part of healthcare protection. However, it is designed around defined risks, conditions and coverage limits. The actual financial journey of a patient is often more complicated. Treatment may involve exclusions, waiting periods, co-payments, non-covered medicines, medical devices, diagnostics or procedures that fall outside the policy. Many families may also have no insurance or insufficient coverage for the treatment being recommended.

This creates a financing gap between the cost of care and the amount immediately available to the patient.

When Treatment Cannot Wait

Healthcare expenses are different from most household purchases. A family can postpone buying a vehicle or renovating a home, but an angioplasty, cancer therapy, cochlear implant or urgent surgery may not offer the same flexibility. The decision must often be made within hours or days, even when the required money is unavailable.

In such circumstances, families commonly depend on savings, informal borrowing, the sale of assets or high-cost credit. Some delay treatment, choose a less suitable option or discontinue therapy midway. Affordability, therefore, does not merely determine how a bill is paid. It can influence whether treatment begins at all.

The missing layer is purpose-built healthcare financing that is accessible at the point of care and structured around the treatment journey.

Financing Should Complement Insurance

Medical financing should not be viewed as a substitute for insurance. The two serve different but complementary purposes. Insurance protects against covered healthcare risks, while financing can help bridge the immediate shortfall when coverage is absent, partial or delayed.

This is particularly relevant for elective treatments, advanced therapies, recurring medicines, diagnostic procedures and medical devices. It can also support insured patients awaiting reimbursement, enabling them to proceed with treatment without placing the entire interim burden on their households.

For this system to work responsibly, financing must be transparent, appropriately assessed and suited to the patient’s repayment capacity. Speed is important in healthcare, but it cannot come at the expense of responsible lending.

Building Finance Around the Patient

Technology has made it possible to assess applications, complete digital verification and disburse medical loans far more quickly than traditional lending processes allowed. However, technology is only part of the solution. Healthcare financing also requires coordination among hospitals, pharmaceutical companies, medical-device manufacturers, insurers and lenders.

At Arogya Finance, we have seen how financing embedded at the point of care can reduce friction for patients. Our model combines digital assessment with healthcare partnerships to offer no-cost or low-cost EMI options, depending on the programme. The objective is to make appropriate treatment financially reachable, including for people who may remain outside conventional lending systems.

The Next Affordability Conversation

India needs wider insurance coverage, stronger public healthcare, greater price transparency and continued action on medical inflation. Alongside these priorities, healthcare financing deserves recognition as part of the country’s affordability infrastructure.

The question before policymakers should not only be how many people are insured. It should also be what happens when insurance does not cover the complete cost, when reimbursement takes time or when a family must pay before treatment can begin.

Closing that gap will require insurance and financing to work together. Healthcare becomes meaningfully accessible only when the availability of treatment is matched by a practical and responsible way to pay for it.

Mumbai (Maharashtra) [India], October 1: Solitario Lab Grown Limited, a Pune-based Direct-to-Consumer (D2C) lab-grown diamond jewellery brand retailing certified lab-grown diamond jewellery under the “Solitario” brand through exclusive brand outlets, shop-in-shop counters and its online platform in India and select international markets, has filed its Draft Red Herring Prospectus with the SME Platform of BSE Limited (BSE SME) in preparation for its Initial Public Offering.

The IPO will comprise a Fresh Issue of up to 65,00,000 equity shares and an Offer for Sale of up to 5,42,000 equity shares by Yashodhara Consultive LLP (Investor Selling Shareholder), aggregating up to 70,42,000 equity shares with a face value of ₹ 10 each. The equity shares are proposed to be listed on the SME Platform of BSE Limited.

The company’s objective is Funding of expenditure towards setting up of 20 new Exclusive Brand Outlets and addition of 75 new Shop-in-Shop (SIS) counters in India, covering fit-outs, lease security deposits and inventory for the new stores and SIS counters, for general corporate purposes and issue related expenses.

The Book Running Lead Manager to the Offer is Socradamus Capital Private Limited & MUFG Intime India Private Limited is Registrar to the Offer. Solitario Lab Grown Limited – D…

About Solitario Lab Grown Limited

Incorporated in 2023, Solitario Lab Grown Limited acquired the running business of M/s Solitario, the sole proprietorship concern of its Promoter, Ricky Hiro Vasandani, in November 2024. The company operates a design-led, tech-enabled offline and online D2C retail model, managing design, product planning, sourcing, certification and customer experience in-house, while diamond-growing, cutting and polishing, and jewellery fabrication are carried out through a network of third-party contract manufacturers. All its lab-grown diamonds are graded and certified by independent global laboratories such as the International Gemological Institute (IGI) and Solitaire Gemmological Laboratories (SGL).

The company’s product range covers rings, earrings, bracelets, necklaces & pendants, crafted in gold, vermeil, silver or stainless steel, along with customisation services for design, metal type and stone size. It has also entered into licensing arrangements with WarnerMedia India Private Limited (Warner Bros. Discovery) and UTV Software Communications Private Limited (Disney) to design and sell lab-grown diamond jewellery collections inspired by select entertainment characters and franchises. Solitario Lab Grown Limited – D…

As on the date of the DRHP, the company’s retail network comprised 9 Company-owned (COCO) stores and 7 franchise-owned (FOCO/FOFO) stores under its Exclusive Brand Outlet format, 70 Shop-in-Shop counterss operating through multi-brand outlets, and its online platform, with a presence in select international markets including Spain, Malaysia and Dubai.

In FY26, the company had a physical presence across 45 cities in 4 countries, with international markets contributing 15.29% of Revenue from Operations.

For the period ended 31st March 2026, the company reported Revenue from Operations of ₹ 11,243.36 Lakhs, EBITDA of ₹ 1,692.82 Lakhs & PAT of ₹ 1,109.26 Lakhs. Solitario Lab Grown Limited – D…

The engagement marks a new addition to YAAP Digital’s growing healthcare marketing portfolio

New Delhi [India], October 1: Yaap Digital Limited (NSE: YAAP | INE0U0J01015), a listed digital marketing agency with a decade of experience, has been onboarded for the social media mandate of Narayana Health hospital units in the North, East, West, South and Central regions. The mandate includes social media strategy, content development, creative execution, local storytelling, platform management and ongoing engagement, covering multiple hospital units and regional social media handles.

This win adds to YAAP Digital’s presence in the healthcare space and reflects its experience managing large, geographically spread social media accounts. Given how much patient communities and cultural context vary across the country, the focus will be on storytelling that stays rooted in the identity of each individual hospital unit.

On the partnership, Mr. Abhishek Misra, Country Head – Brand & Marketing, Narayana Health, said, “Our hospital units are deeply embedded in the communities they serve, and their social media presence needs to reflect that local context and relevance. Even as we maintain a consistent brand experience across the network, each unit engages with its audience differently. YAAP brings strong local storytelling capability and the ability to operate at scale across our unit pages, and we look forward to strengthening that connect.”

Manan Kapur, Sr Partner at YAAP Digital, said, “Narayana Health is an iconic institution with a powerful legacy in making quality healthcare accessible. We’re excited to partner with them and bring together creativity, technology and regional insights to build meaningful engagement at the community level. The opportunity here is to make their social media presence in these five regional clusters as impactful and trusted as the brand itself.”

Over the years, YAAP Digital has built expertise across digital strategy, performance marketing, social media and creative solutions, partnering with leading brands across categories.

As part of the mandate, YAAP will work closely with Narayana Health’s hospital units to shape a social media approach suited to each cluster, helping hospitals across regions connect more meaningfully with their communities.

The Pune-based automation company grew profit faster than income in FY26 and is building a new plant because its current unit is at peak utilisation.

Pune (Maharashtra) [India], October 1: Much of what decides whether a car leaves an assembly plant on time happens in places visitors rarely look: a robot cell welding a sub-assembly, a camera checking a part against its drawing, a torque tool that will not release the line until a bolt is tightened to specification. Adisoft Technologies Limited designs and builds that kind of equipment for Indian manufacturers. Its first annual report as a listed company shows profit growing faster than income in FY26, and a new plant under construction because the existing one is running at full stretch.

The demand shows up in robot data. India installed almost 10,500 industrial robots in 2025, up 15% on the previous year and enough to rank sixth in the world, according to the International Federation of Robotics’ World Robotics 2026 report, released on September 24. Annual installations grew at an average of 27% a year between 2020 and 2025. Carmakers and their suppliers have set the pace. In the IFR’s previous edition, the automotive industry accounted for 45% of robots installed in India in 2024, and installations by parts suppliers rose 40% to about 2,100 units.

Policy has added to the pull. The Centre’s Production Linked Incentive schemes had attracted investment of more than ₹ 2.16 lakh crore by December 31, 2025, and led to incremental production and sales of over ₹ 20.41 lakh crore, according to a Press Information Bureau release in March 2026. Each new production line is also a potential order for the companies that design and integrate the equipment inside it.

Adisoft, incorporated in Pune in 2013, works in that integration layer. It builds automated assembly lines, robotic and collaborative-robot work cells, material handling systems and special purpose machines, and adds vision-based inspection, error-proofing, traceability and utility monitoring on top, connecting shop-floor equipment to a customer’s IT and ERP systems. Design, development, assembly and testing are done in-house. A second, smaller stream comes from trading automation products such as PLCs, HMIs, sensors and drives. The company’s argument is that most integrators specialise in one shop, weld or paint or assembly, while it takes on all of them for a customer; it has worked across automotive weld, assembly, paint and engine lines since 2018.

For the year ended 31st March 2026, the company reported Revenue from Operations of ₹ 166.42 Cr against ₹ 130.34 Cr in FY25, and total income of ₹ 169.33 Cr, up 26.7%. EBITDA rose 42.4% to ₹ 32.84 Cr and Profit After Tax 42.9% to ₹ 22.80 Cr, lifting the net profit margin to 13.5% from 12.0%. These are standalone figures; consolidated revenue is identical. Debt-to-equity fell to 0.30x from 0.58x, net worth reached ₹ 72.3 Cr against ₹ 21.4 Cr in FY23, and return on equity for the year was 31.52%.

The notes to the accounts show where the growth came from. Domestic automation projects brought in ₹ 112.81 Cr, up from ₹ 73.74 Cr, and product trading rose to ₹ 37.16 Cr from ₹ 32.91 Cr. Other lines went the other way. Service income fell to ₹ 13.50 Cr from ₹ 19.72 Cr, and exports, which began with deliveries to Bangladesh and Bahrain, came to ₹ 2.95 Cr against ₹ 3.97 Cr. For now, this is a domestic project business.

It is a reasonably wide one. The company says it has served more than 950 customers, completed over 1,000 installations and delivered projects in more than ten Indian states, with a workforce of over 200. Automotive manufacturers and their suppliers remain the core. The annual report names pharmaceuticals, packaging and printing, white goods, electronics and industrial infrastructure as the segments it wants to grow in. Since 2021 it has also held a 24% stake in AIOI Systems India, a tripartite joint venture with Japan’s AIOI Systems Co. Adisoft  has also received ISO 9001:2015 certification for its quality management system on 10 June 2026.

Adisoft assembles its systems at a 12,000 sq ft unit in MIDC Bhosari, and the annual report says operations are at peak utilisation because of space and manpower limits. A new integrated facility, with 70,000 sq ft of built-up area on a 30,000 sq ft plot in Bhosari, is under construction at a capex of ₹ 37.8 Cr funded from IPO proceeds. It will bring manufacturing, assembly, design and corporate functions under one roof. In his letter to shareholders, Chairman & Managing Director Mr. Ajay Chandrashekhar Prabhu said the plant is expected to be partly available for manufacturing from December 2026 and fully functional by April 2027, and that the expansion “is expected to support 4-5 times the current revenue base.”

The IPO that funds it was completed after the year closed: Adisoft issued 43,08,000 equity shares and listed on the NSE Emerge platform on 30 April 2026.

The year’s shape carries a caveat. Business is weighted heavily towards the second half: H2 accounted for 71% of FY26 revenue and 77% of profit after tax, which pushed up receivables and payables at the year end. Management expects these to clear in the first half of FY27, in line with past years.

Beyond the plant, the stated agenda is to add capability in robotics, vision, connectivity and analytics, widen the customer base across industries and build exports through partners and reference installations. Management has set targets for FY27 of about 25% revenue growth, a sustainable PAT margin of 13-14% and a debt-free balance sheet by the end of the year. Those are targets rather than results, and the report lists project execution delays, and the availability of skilled people among the risks that could get in the way. What the new plant does to order sizes will be the thing to watch.

“The increasing adoption of robotics, intelligent automation, connected manufacturing, vision technologies and data-driven production systems is creating new avenues for growth.” – Mr. Ajay Chandrashekhar Prabhu, Chairman & Managing Director, Adisoft Technologies Limited (Annual Report 2025-26)

Pune (Maharashtra) [India], September 28: It often starts with an old file pulled out while clearing a cupboard.

Inside may be a share certificate bought by a father or grandfather decades ago, a dividend warrant, or a document that no one in the family has looked at for years. What appears to be an insignificant piece of paper can sometimes represent an investment that is still worth lakhs—or even more.

Across India, thousands of families are finding themselves in similar situations. Addresses have changed, paperwork has been misplaced, and generations have moved on without knowing exactly what their predecessors invested in.

Estimates suggest that nearly ₹4,00,000 crore worth of financial assets remain unclaimed or disconnected from their rightful owners.

Recovering that money, however, is rarely as simple as finding an old certificate.

The process can involve tracing shareholder records, establishing succession, completing documentation, converting physical shares into demat form and, in some cases, filing claims with the Investor Education and Protection Fund (IEPF). For families dealing with investments made decades ago, the paperwork can quickly become overwhelming.

This is where a relatively unusual financial-services business is emerging.

Clearclaim, a Pune-based investor services firm, helps families trace and recover old shares, unclaimed dividends and other financial assets. Its work includes physical-to-DEMAT conversion, duplicate share certificates, transmission cases and IEPF claims.

For co-founder and CEO Shrikant Pandore, the problem is often one of awareness rather than the absence of wealth.

“Our goal is to take a very complicated process and make it simple for investors,” he says. “Several families do not even know the wealth hidden in old investments.”

He further said that “Clearclaim has assisted hundreds of clients and facilitated the recovery of more than ₹150 crore worth of shares and dividends.”

“Behind every recovery, however, is often a family story or a forgotten investment rediscovered while handling the affairs of a deceased parent, an old certificate found during a house move, or an inheritance that no one knew existed. Many investors assume that missing documents mean the money is gone. Others keep postponing the process because it appears too complicated.” He added.

As India’s investor base grows and wealth increasingly passes from one generation to another, companies such as Clearclaim are finding a growing role in helping families navigate this forgotten corner of the financial system.

The irony is that this is not necessarily wealth that was lost.

In many cases, it was simply forgotten—and is now waiting to be found.

For more information, please visit www.clearclaim.in

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Employee voice validates Sekhmet’s culture built on purpose, capability, trust, and disciplined execution

Hyderabad (Telangana) [India], October 1: Sekhmet Pharmaventures has been certified as a Great Place to Work®, marking a significant milestone in its journey to build a high-performance workplace where people feel valued, heard, developed, and proud to contribute.

In the Sep’26 survey, an overwhelming majority of respondents affirmed that Sekhmet is a great place to work. Employees expressed strong confidence in management’s ability to run the business, while an even higher proportion said their work feels meaningful and purposeful. Purpose and pride emerged as defining strengths, with employees expressing great pride in Sekhmet’s accomplishments and its contribution to the community. Physical safety and access to the resources needed to do the job were among the highest-scoring areas.

Santosh Mahil, MD and CEO, Sekhmet Pharmaventures, said: “This recognition affirms that our people and culture are central to how Sekhmet performs and grows. We are building an organisation where talent thrives, innovation flourishes, and every employee can connect their contribution to our ambition of becoming the preferred global CDMO partner.”

Jitendra Shriram Jalan, Chief Human Resources Officer, Sekhmet Pharmaventures, said: “The strength of this certification is that it is shaped by employee voice. Our responsibility now is to keep listening, convert insight into action and build a future-ready workplace where people perform with purpose, grow with pride and share in Sekhmet’s success.”

Backed by PAG (an alternative investment firm focused on Asia-Pacific with around USD 55 billion in assets under management), Sekhmet today has revenue of nearly INR 1,500 crore. A consortium of PAG, CX Partners and Samara Capital acquired Chennai-based Anjan Drugs in October 2020 and Hyderabad-based Optimus Drugs in September 2022 under the Sekhmet banner. Sekhmet is in the middle of a strategic transition from an API and intermediates base into an integrated CDMO platform serving global innovators. The 1,000-day plan, tracked at the Board level, sets a clear path to INR 2,000 crore through organic expansion, deeper customer relationships and new high-compliance capacity currently under construction. That ambition requires a workforce that is aligned, capable and invested in the outcome. YTD FY27, year-on-year revenue & bottom-line growth is the momentum created when strategic clarity, capability and accountability move together.

A culture anchored in purpose and performance

The certification reflects sustained work across the employee lifecycle. Sekhmet’s culture is built around a clear belief: Every Person Matters—every Day Counts. At Sekhmet, culture is treated not as a standalone HR programme but as an operating system, reflected in leadership behaviour, manager practices, employee development, recognition, safety, compliance and daily decision-making.

A structured induction and assimilation experience combines practical onboarding with organisational purpose, values and leadership interaction. The Sekhmet Learning Academy offers a curated blend of self-paced, functional, and leadership development programs, designed around employee aspirations and evolving business needs. 

Town halls, CEO and CXO interactions, manager check-ins, HR Business Partner conversations, skip-level discussions and pulse surveys create multiple listening channels. Recognition programmes make ownership visible by rewarding measurable contribution, improvement, collaboration, innovation and alignment with iCORE. iCORE is the company’s values framework, translating Integrity, Compliance, Ownership, Respect and Collaboration, and Excellence into expected behaviours and business outcomes.

Culture and business performance reinforce each other.

Under Sekhmet 2.0, the organisation connects growth, customer depth, CDMO transformation, workplace culture, capability and ESG into a single operating framework. Goals cascade through scorecards, team objectives and individual KRAs, reinforced through reviews, leadership communication and manager conversations.

The road ahead

Sekhmet views certification as a milestone, not an endpoint. Employee feedback received during the exercise will continue to shape priorities and investment as the company works to make opportunity, recognition, collaboration and positive day-to-day experiences more consistent across teams, levels and locations. The goal is to scale without losing the trust, meaning and ownership employees have identified as cultural strengths.

New Delhi [India], October 1: Lord’s Mark Industries Ltd has informed the BSE that its promoter, Sachidanand Hariram Upadhyay, has proposed reinvesting a majority of the proceeds received from the recent sale of equity shares into the company’s medical device business.

According to the company’s regulatory filing dated October 1, 2026, the promoter sold 89,98,598 equity shares, having a face value of ₹10 each, through open-market transactions on the BSE on September 29. The transaction generated aggregate net proceeds of approximately ₹76.18 crore. 

Following the transaction, the company said it received a confirmation and proposal from the promoter regarding the proposed reinvestment of the funds.

The promoter has proposed deploying a majority of the share-sale proceeds towards the strategic expansion of Lord’s Mark Industries’ medical device unit through what the filing described as a “viable and acceptable means.” The filing, however, did not specify the exact amount proposed to be reinvested, the mode of investment or a timeline for deployment.