Page 166 – ScoopEarth Magazine – AI Insights, Startup Buzz, Business Trends & Technology Updates

Shipwaves Online Ltd is launching a ₹56.35 crore SME IPO, scheduled to open on December 10, 2025

Shipwaves Online Limited is a reputable digital freight forwarding and logistics-technology company headquartered in Mangalore, Karnataka, which officially declared the launch specifications of its first public offering (IPO). The public issue will raise a total of ₹56.35 crore and will be listed on the BSE SME platform. This major advance towards the public listing highlights the strong growth path of the company and how the company is set to exploit the booming logistics and Software as a Service (SaaS) markets in India. The IPO will open to subscription on December 10, 2025, and close its bidding window soon after on December 12, 2025, which is a rather short period of time in which investors can take part in the offering.

IPO structure and comprehensive service offerings

The IPO is organised on the principle of issue of new equity at a fixed price, which is a typical method of listing SMEs. The number of equity shares to be issued by Shipwaves Online Limited will be 4.69 crore with a face value of ₹1/-. These shares are being sold to the general population at a fixed rate of ₹12 per share. The entire amount of shares offered amounts to a dilution of the company at 33.19% of the equity capital base of the company, right after the shares are issued.

This dilution indicates the amount of ownership of the company being sold to new shareholders of the company, who are the public. The formal listing of the IPO will be on the BSE SME platform, which will specifically target small and medium enterprises in need of capital in the form of public markets.

The issue has been given to Finshore Management Services Private Limited, which will lead the issue and manage and execute the IPO. The Registrar will be Cameo Corporate Services Limited, which will be in charge of the process of allotment of shares and operations of the share registry of the company.

Anant Securities has been appointed the Market Maker to the issue and will have the responsibility of ensuring liquidity and orderly trading in the shares after the listing. These appointments complete the intermediate structure required in the successful execution of the offering and subsequent listing.

Shipwaves Online Limited was founded in 2015 and has established itself as a single logistics and SaaS solutions company with a multimodal logistics platform. Its all-inclusive service provisions cover different modes of transportation, such as ocean, air, and road freight services, which offer end-to-end delivery services to supply chain requirements.

In addition to the physical logistics, the company provides an advanced package of enterprise SaaS applications aimed at streamlining the supply chain processes of its customers. The core of the value proposition of the company is these technological capabilities that provide the ability to manage logistics without any hassles.

The digital capabilities of the company offer essential services like real-time tracking of deliveries, automated record keeping, online bookings, demand forecasting applications, and an integrated system of digital freight management. Shipwaves helps its customers to have seamless end-to-end logistics processes by combining logistics implementation with cutting-edge technology.

This business model hybrid puts the company in a better position to capitalise on the physical flow of goods as well as monetise its proprietary supply chain technology. The company promoters are Kalandan Mohammed Haris, Kalandan Mohammed Althaf, Kalandan Mohammad Arif, Abid Ali, Bibi Hajira and Mohammed Sahim Haris.

Purpose and financial performance

The consolidated revenue of Shipwaves Online Limited also reported a strong growth, increasing by ₹96.71 crore in the basis fiscal year ending March 31, 2024 (FY24) to ₹108.28 crore in the basis fiscal year ending March 31, 2025 (FY25). Profit after tax (PAT) almost doubled over the period and rose to a huge amount of ₹10.83 crore in FY25 compared to ₹5.83 crore in FY24.

The company has claimed to have improved operational efficiencies, as reflected by a better EBITDA margin of 17.51% in FY25. In the last half-year period reported ending September 30, 2025, the company reported its healthy performance with ₹40.98 crore revenue and a PAT of ₹4.45 crore, keeping its profit margin healthy at 10.88%.

Based on the IPO prospectus, the revenues obtained as a result of the ₹56.35 crore capital raise will be allocated to various strategic initiatives that will serve to drive the future of the company and stabilise its financial base. The main purposes of funds are to meet the working capital needs to facilitate the day-to-day operations and growth.

Some of the capital is to be invested in the subsidiary of the company, indicating future vertical or horizontal expansion of the company via its subsidiaries. The funds will be used in the partial repayment or prepayment of current borrowings, and this will lower the leverage of the company and enhance balance sheet performance.

The Net Worth of the company is expected to grow significantly by ₹30.76 crore to ₹87.12 crore after issues. The Share Capital will be increased to ₹14.14 crore from ₹9.45 crore, which is all issued equity shares of ₹1/- face value. The equity structure will also change with the promoter shareholding, which is currently at 99.96%, and will be diluted to 66.79% once the IPO has been successfully closed with the introduction of the public shareholders.

Conclusion

The ₹56.35 crore SME IPO announced by Shipwaves Online Limited on the BSE platform is a clear indication of how the company has managed to integrate logistics and technologies in the Indian market. Through the use of the IPO proceeds to strengthen its working capital, invest in its subsidiary, and deal with the current debt, Shipwaves is equipping its financial and operational framework to continue accelerating and playing a crucial part in the growing Indian digital logistics ecosystem. The offering, which is planned between December 10 and December 12, 2025, is a significant milestone for the Mangalore-based firm as it goes into a publicly listed company.

Shipwaves ₹56.35 Crore IPO

According to the DFS Secretary, India is moving forward towards a $5 trillion economy, strengthened by financial inclusion

India is now on a gradual and persevering path of becoming a nation with a $5trillion economy. A blend of strong economic fundamentals, continuous infrastructure-based growth, and supply chains that are becoming more resilient all over the country is driving this ambitious economic objective. Recently, M. Nagaraju, Secretary of the Department of Financial Services (DFS), presented this point of view at a conference specifically devoted to the intersection of Artificial Intelligence (AI) and Digital Public Infrastructure (DPI) in New Delhi. The Secretary has indicated that one of the primary drivers of this national economic journey has been the massive growth in financial inclusion.

Impact and role of technology

The DFS Secretary claimed that the past decade played a significant role in designing a paradigm change in the financial ecosystem in India. The implementation of major government efforts like the Jan Dhan scheme and the rapid development of the Digital Public Infrastructure (DPI) have been a one-time success in expanding the reach of formal financial services to the population. This concerted effort has led to a historic increase in financial inclusion, which has increased exponentially since 21% in 2008 to more than 80% today. It is described as a foundation of economic boost to the country by this unprecedented influx of financial access.

The remarks by the Secretary were made part of a jointly organized event under the banner of the National Institute of Smart Government (NISG), the Ministry of Electronics and Information Technology (MeitY), and the Directorate of IT, Tripura, and the Knowledge partner of the conference was the consultancy firm EY.

The conference was an important venue where high-ranking policy makers, technologists, and industry players could discuss how they are best able to leverage AI and DPI to improve governance and delivery of services to the population. The overall goal of these deliberations is based on the realization of the national vision of a developed India by the year 2047.

Bhuvnesh Kumar, the CEO of UIDAI and CEO of NISG, gave further understanding of the strategic execution of these projects. He highlighted the efficiency of the model created by the NISG that is aimed at combining the speed of the governmental decision-making process with the effectiveness and efficiency of the procurement procedures that are typical of the private sector.

Economic priorities and evolution

The prominent report published during the event, one that was co-authored by NISG and EY, further strengthened the robust, collective belief of many industries in the inseparable nature of technology in driving India forward. One of the key points raised in the report was the fact that the union of AI and the current DPI stack of India would increase economic empowerment within the country. It is believed that this technology convergence will enhance the way governance works significantly and will enable the provision of services centered on the citizens on a large scale.

Continuing on the future direction of the development of these digital tools, Shankar Maruwada, Co-founder and CEO of EkStep Foundation, distinguished between the past and future of digital development. He observed that DPI 1.0 played a significant role in supporting the welfare needs of the country. Going forward, he proposed that, with the support of AI in the background, DPI 2.0 will be critical in achieving the aspirational agenda of the 1.5 billion citizens in India. Maruwada concluded by saying that the present decade offers a deep opportunity to change the digital public infrastructure of India to digital public intelligence.

Mahaveer Singhvi, Joint Secretary, NEST Division, Ministry of External Affairs, gave the information on an important initiative to make India technologically ahead of the pack. He has defined that the IndiaAI Mission is committed to developing some key ingredients of future expansion. These involve building compute capacity, creating rich datasets, building foundational models, creating innovation centers, and creating regulatory frameworks that are reflective of the unique realities and national priorities of India.

Conclusion

The expressions and deliberations at the conference affirmed that India is on a firm path to reach its goal of becoming a $5 trillion economy, not only with its basic economic advantages and infrastructural development but also with the success of financial inclusion. The empowered population has been achieved by the transformational growth of services, such as Jan Dhan and the popularization of DPI. The vision of government, industry, and academia through systematic collaboration with artificial intelligence implementation in the DPI framework allows India to use the digital intelligence of people to empower the economy, enhance governance, and eventually achieve the goal of becoming a developed country by 2047.

India $5 trillion economy

SAR Televenture secured ₹208.46 crore capital through warrants, backed by Founders Collective Fund and Choice Strategic Advisors

SAR Televenture secures ₹208.46 crore capital through warrants backed by major investors

SAR Televenture Ltd (NSE – SME: SARTELE), a fast-growing firm specialising in integrated telecom infrastructure services, has published a large-scale fundraise, having raised ₹208.46 crore through issuing warrants. This capital injection was backed by a multitude of investors such as marquee funds, institutional investors, and the Promoter Group of the company. The successful raise highlights the high investor confidence in the growth strategy that SAR Televenture has put in place and its key position in the creation of the next-generation digital and telecom infrastructure in India.

Structure and strategic utilisation of capital

The issue of 1,00,70,500 warrants made the total size of the fundraise ₹208.46 crore. All the warrants were issued at a price of ₹207. Various key stakeholders and organisations were also involved in the capital raise, and this is an indication of widespread support for the expansion activities by the company.

One major source of capital was the institutional and strategic investors. Madhusudan Kela Shorthand Fund, in particular, contributed approximately ₹25 crore to the overall raise through the Founder Collective Fund. Other significant participants were Choice Strategic Advisors LLP, which contributed an estimated ₹25 crore. The biggest contributor to this warrants issuance was the company itself, Promoter Group, which showed great confidence in the direction of SAR Televenture by giving almost ₹82 crore.

The rest of the capital amounting to approximately ₹68 crore was raised through other institutional investors and market players. The strategic significance of this fundraising to future activities of the company was emphasised by the assistance provided by people such as Madhusudan Kela through the Founders Collective Fund.

The total capital proceeds amounting to ₹208.46 crore will be utilised to implement in various key areas that are aimed at boosting the scale and capacity of operations of the company. The major purposes of using the recently increased capital are multi-purpose, as they are aimed at both short-term operational requirements and long-term strategic development.

One of the central priorities is enhancing the working capital to ensure a smooth scale-up of its operations and be able to handle bigger projects and remain liquid as the business grows. The CAPEX (Capital Expenditure) requirements of SAR Televenture and its subsidiaries that are necessary to expand and upgrade infrastructure assets are also planned to spend substantial funds.

The capital will be utilised to vigorously initiate the expansion strategies across the gamut of telecom infrastructure services offered by the company. This capital injection will help to increase financial flexibility to allow the company to quickly seize new opportunities in the fast-changing telecom industry.

Financial performance and core offering

SAR Televenture Limited was founded in 2019. SAR Televenture Limited is a network solutions company that is integrated, and its business is to develop the required digital and telecom infrastructure in the next generation in India. The company has an IP-I registration by the Department of Telecommunications (DoT), which permits it to provide a complete package of services. These services can be provided by installing 4G/5G towers, installing FTTH (Fiber to the Home) and OFC (Optical Fiber Cable) networks, and supplying enterprise connections and broadband services.

In addition to the basic network services, SAR Televenture also provides smart connectivity solutions by collaborating with major telecom providers and major real estate developers. These solutions include IoT, home automation, access control, CCTV and energy management. The company has set up a UAE subsidiary, which contributes to its capacity by fiber cable laying and network equipment supply, and thus enhances its growing global presence.

The financial reports of the company show that the company has a solid base on which this expansion can take place. During FY25, SAR Televenture registered ₹349.93 crore revenue under operations. This was translated into an EBITDA of ₹55.39 crore with a healthy margin of 15.83%. The PAT (Profit After Tax) of the company in the FY25 was ₹46.90 crore with a high net margin of 13.40%.

This financial momentum extended into the next period, and the company reported on H1 FY26. In the first six months of the financial year, operations revenue has been ₹241.76 crore, EBITDA is ₹45.49 crore, and the better margin is 18.82%. H1 FY26 had a PAT of ₹36.26 crore, which is equivalent to a robust PAT margin of 15.00%.

Conclusion

The effective capital raising of the ₹208.46 crore capital by the issuance of the warrants is a turning point for SAR Televenture Ltd. The company has a substantial investment base, with strong support of its strategic investors, like the Founders Collective Fund and Choice Strategic Advisors, and a large investment contribution by its own Promoter Group, to take it to the next stage of growth. The capital will directly finance the enhancement of the working capital, promote necessary CAPEX, and stimulate growth efforts in its integrated telecom infrastructure solutions.

SAR Televenture ₹208.46 Crore Funding

Best Chemical Companies in India

Introduction:

It is often said that the chemical industry is the backbone of India’s industrial development. They are the force behind the growth of agriculture, manufacturing and health care sectors. These companies produce everything from fertilisers that feed the crops in your farms to paints, plastics, and even pharmaceuticals, while contributing to the economy. This article has listed some of the best chemical companies in India, which are well-known for their market presence, product range and success. These companies are also generating jobs and preserving the environment.

Company Name	Established Year	Headquarters
Reliance Industries	1958	Maharashtra
Tata Chemicals	1939	Maharashtra
UPL Limited	1969	Maharashtra
Aarti Industries	1984	Maharashtra
Pidilite Industries	1959	Maharashtra
Atul Ltd	1947	Gujarat
GACL (Gujarat Alkalies)	1973	Gujarat
Deepak Nitrite	1970	Gujarat
Linde India	1935	West Bengal
SRF Limited	1970	Haryana

Reliance Industries

Reliance Industries is one of India’s largest companies by market value. They are famous for their internet and retail services, but they also have a massive footprint in chemicals. Its chemicals division specialises in petrochemicals, making materials such as polymers, fibres and intermediates for packaging, textiles and automotive parts.

The company operates the world’s largest oil refining complex and plants, mainly in Gujarat, where it refines crude oil into valuable chemicals. Reliance emphasises efficiency and scale, making it a global player exporting to many countries. It’s also investing in developing biofuels to reduce environmental impact. Reliance Industries produces its products on a large scale, hence lowering costs compared to others.

Tata Chemicals

Being part of the Tata Group, Tata Chemicals is a brand that Indians know well. They are in the business of inorganic chemicals, including soda ash, salt and bicarbonate. Soda Ash is used in the glass, detergent and food industries, and Tata Chemicals is one of the largest Soda Ash producers. The company has manufacturing bases in India and internationally, including Africa and the UK, to meet global market demand.

The core philosophy of Tata Chemicals is ‘serving the community’, showing long-term commitment to excel in the market while balancing environment and social issues. Tata Chemicals combines tradition with modern tech and is known for its accountability, ethics and community building.

UPL Limited

UPL is a key player in agriculture; it is a global giant in agro-chemicals. UPL Limited is a world leader in the crop protection industry. They produce pesticides, herbicides and fungicides that guard our plants from bugs and disease, which ensure a good harvest. The company has a robust R&D team, developing eco-friendly products such as bio-pesticides.

The firm exports its chemicals to over 100 countries, mainly targeting emerging markets. The UPL has grown through acquisitions and partnerships. This helps them expand their product offerings. They acquired Arysta Lifescience, which made UPL one of the top agrochemical companies. UPL also addresses food security challenges.

Aarti Industries

Aarti Industries produces speciality chemicals for medicines, pigments, and dyes. The company is based in Mumbai and has multiple plants equipped with advanced technology for safe and efficient production. Aarti Industries is an expert in fine and speciality chemicals. These are chemicals that are used as raw materials for medicines and other products.

The company’s expertise is custom manufacturing, producing tailored products according to a client’s need, which enabled it to forge deep connections with global firms. With an emphasis on research, Aarti helps to build high-purity and green practices for waste reduction. Quality certifications as well as employee safety have helped the firm mark its presence in a competitive market.

Pidilite Industries

This is one of the most consumer-friendly chemical companies in India. Pidilite gained fame with brands like Fevicol, which revolutionised woodworking and crafting. You may not know the company’s name, but everyone in India knows “Fevicol”; instead of glue, Indians use the word Fevicol here. Pidilite dominates the adhesives/glues and sealants market in India.

The company produces a wide range of construction chemicals, sealants, and paints used in homes and industries. Pidilite’s plants are spread across India, with a strong emphasis on durable consumer products. It also offers art materials and industrial adhesives for sectors like automotive and packaging.

Atul Ltd

They are one of the oldest chemical companies in India, dating back to the 1940s. It is a diversified company that manufactures colours, pharmaceuticals, and performance chemicals. Atul’s integrated facilities allow it to produce everything from basic raw materials to finished goods.

The company excels in life science chemicals, supporting drug makers and farmers. Atul Ltd focuses on environmental health by using clean technologies and treating wastewater effectively. It sells to many nations and is known worldwide for reliability. The company is putting money into expansion and research & development to meet market trends such as organic farming and biotech to secure sustainable success.

Deepak Nitrite

Deepak Nitrite has evolved a small chemical shop into a diversified chemical producer and a huge industrial player. It specialises in nitroaromatics, phenols, and fuel additives used in dyes, rubber, and pharmaceuticals. The company has expanded into fine chemicals, catering to global clients with custom solutions. While being the leader of Phenolics manufacturing, the company is now focusing on R&D to provide safer and greener alternatives for traditional chemical solutions. It also has an operational edge.

Linde India

Linde India brings international expertise to India. They are a part of the global Linde Group, which is the world’s leading industrial gases provider. Lindie takes air from the atmosphere to provide oxygen, nitrogen and argon for steelmaking, healthcare and electronics. There is barely a steel plant or hospital in India without Linde’s products.

They are an essential partner for the industry. The firm supplies gases through pipelines and cylinders, ensuring reliable delivery. Linde has emphasised sustainability, promoting hydrogen as a clean fuel and carbon capture technology. Its technology and safety offerings are also advanced.

SRF Limited

SRF Limited is renowned for technical textiles and chemicals. The firm began its journey by manufacturing fabric that goes inside tyres and slowly transformed into a high-tech chemical company. SRF is famous for fluorochemicals. Handling fluorine chemicals is very dangerous and requires high technology.

This is the reason why very few companies can do it, keeping SRF’s position as market leader safe due to less competition. It produces fluorochemicals, refrigerants, and pharma intermediates. SRF’s plants use advanced technologies for high-performance products used in air conditioning and automotive. The company has a presence in over 75 countries.

Gujarat Alkalies & Chemicals Ltd (GACL)

It is a government-backed company that manufactures caustic soda or chlorine and other such chemicals used for water treatment. GACL makes the most of the electrolytic technique to get efficient output. The company also produces speciality chemicals, including phosphoric acid and hydrogen peroxide.

GACL caters to both the global and an increasingly growing domestic market by exporting chemicals from India. Its government backing provides stability, making it a leader of the alkali sector. GACL caters to both the global and an increasingly growing domestic market by exporting chemicals from India. Its government backing provides stability, making it a leader of the alkali sector.

Conclusion:

The Indian chemical sector is diverse. These companies are the leaders of India’s chemical industry, blending scale, innovation, and responsibility. They generate jobs, increase exports and promote green chemistry. The companies are quality and sustainability-oriented; they can be taken as the driving force of the industrial advancement of the country. The article mentioned some of the top chemical companies that are transforming India’s chemical landscape.

FAQs:

What are chemical companies, and what do they do?

Chemical companies make raw materials and chemicals used in industries like agriculture, pharma, textiles, plastics, and construction.

Why are chemical companies important for India?

They support major industries, increase exports, create jobs, and help India grow as a manufacturing hub.

Which are some of the top chemical companies in India?

Reliance Industries, Tata Chemicals, UPL, Aarti Industries, Pidilite Industries, and Atul Ltd are among the well-known leaders.

How do chemical companies decide what chemicals to make?

They choose products based on market demand, industrial needs, and ongoing research.

Are Indian chemical companies active in exports?

Yes, many Indian companies export chemicals to countries worldwide and have strong global demand.

What kinds of chemicals do these companies produce?

They make basic chemicals, speciality chemicals, agrochemicals, dyes, paints, adhesives, and more.

Do chemical companies follow environmental safety rules?

Most top companies follow strict safety and pollution-control rules, but the impact varies by company.

How can I check if a chemical company is trustworthy?

Look for certifications, customer reviews, product range, global presence, and years of experience.

Do chemical companies make products used in daily life?

Yes, chemicals are used in soaps, detergents, medicines, paints, adhesives, and packaged goods.

What is the future of chemical companies in India?

The industry is expected to grow further due to rising demand, better technology, and government support.

Best Chemical Companies in India

From India to Japan: A New Era of Global Careers in Tech & Innovation

Professionals exploring global technology and innovation career opportunities between India and Japan

A powerful panel at YourStory TechSparks 2025, which included senior executives from leading Japanese businesses, talked about how India’s talented and flexible workforce is crucially influencing the next wave of global innovation. For Indian engineers and innovators, Japan has become an intriguing career destination due to the increasingly borderless nature of the professional world. It offers not just growth chances but also stability, purpose, and long-term learning.

The Reasons Behind Japan’s Interest in India

These days, Japanese businesses are working with Indian teams to collaborate, co build, and innovate rather than just address technical shortages. Organizations in Japan are actively hiring young Indian experts who bring speed, innovation, and problem solving skills, from deeptech companies to fintech innovators.

During the panel “The global career code: Why Japan is betting on Indian minds,” which was organized as part of the India–Japan Talent Bridge program, this sentiment was highlighted. The debate was hosted by Takahisa Ohira, Head of Asia Region, Deloitte Tohmatsu Venture Support, and featured Mayur Shah (Suzuki R&D Center India), Vivek Gokhale (Money Forward India), and Tsuyoshi Morimoto (Denso International India).

Individual Experiences That Show a Greater Change

Mayur Shah began the conversation by sharing his own story, which started almost thirty years ago. “I wrote my thesis in Japanese in 1994–1995,” he recalled, a choice that influenced his entire professional path. For Shah, Japan was a place of common possibility and innovative potential rather than a foreign country.

His background in venture capital, investment banking, IT research, and now automotive R&D at Suzuki demonstrates the variety and breadth of employment options available in Japan. He claims that the combination of Japan’s engineering accuracy and India’s youthful labor force can produce high-impact innovation.

Changing topics, Vivek Gokhale described how the Japanese financial behemoth Money Forward increased the size of its global workforce by hiring talented engineers from India. Collaboration between India and Japan is easy because English is the internal development language and top universities like IITs hire people worldwide.

India as a Key Center for New Product Development

Tsuyoshi Morimoto discussed Denso’s transition from traditional Japan-first product development to innovation driven by India. Four of the five applications in Denso’s Solver program are fully developed in India, demonstrating the company’s strong faith in the country’s engineering capabilities.

This is ownership, not outsourcing. Indian teams are now in charge of product architecture, quality assurance, and strategic decision-making, which reflects a significant change in the way Japanese businesses perceive talent.

Innovation via Collaborative Learning and Cultural Immersion Japan’s methodical yet empowering approach to talent development was a recurrent topic. To establish a foundation of trust, technical alignment, and cultural awareness, Suzuki immerses incoming engineers in Japan for three months. This interchange speeds up delivery cycles across marketplaces and improves cooperation.

Additionally, Suzuki provides scalability, coaching, and market access to Indian companies in the logistics, defense, warehousing, and precision agricultural sectors. Collaboration ensues if a startup is able to integrate on Suzuki’s platform. Growing talent and technology on both sides of the bridge is the straightforward objective.

Similar models are used by Money Forward and Denso, where teams collaborate on product development, gather factory data, and apply Japanese quality standards to international solutions. Innovation supported by discipline is the outcome.

Conclusion

Beyond abilities, cultural fit is quite valuable. Shah cited the Japanese learning theory known as Shu-Ha-Ri as a roadmap for successfully navigating cross-cultural settings: first follow, then adapt, and lastly invent. He pointed out that skipping steps causes friction.

According to Morimoto, long-term success in Japan is determined by quality and trust. Gokhale continued, “Money Forward’s team culture is shaped by respect and mindfulness, enabling high-performing global teams anchored in collaboration.”

The workshop concluded with a potent statement: Japan is providing a platform for international careers, not simply jobs. Indian professionals are in a unique position to spearhead the next phase of Indo-Japanese cooperation through organized learning, cultural interchange, and common innovation objectives.

India to Japan global tech careers

Peyush Bansal Net Worth: Income, Biography & Career

Introduction:

Peyush Bansal is one of India’s most inspiring entrepreneurs. He is most famous as the founder and CEO of Lenskart, a major eyewear brand that has disrupted the way people buy spectacles. Others may recognise him from Shark Tank India, on which he is a participating investor, nurturing startups to grow. This article is updated with new information on Peyush Bansal’s estimated income, salary and earnings. We’ll look at how he built the business empire.

Detail	Information
Full Name	Peyush Bansal
Date of Birth	April 26, 1985
Birthplace	New Delhi, India
Estimated Net Worth (2025)	∼ ₹600 Crore (∼ $75 Million USD)
Primary Company	Lenskart
Position	Co-founder, CEO, and MD
Lenskart Founding Year	2010 (Operations began under Valyoo Technologies, founded in 2008)
Education	B.Eng. Electrical (McGill University, Canada); Management Programme (IIM Bangalore)

Early Life and Education

Peyush Bansal grew up in a middle-class Indian family. He completed his studied from the Don Bosco School, Delhi. Peyush worked hard in order to get admission into one of the top engineering colleges, Indian Institutes of Technology (IITs), but failed the entrance exams; however, it didn’t stop him.

Peyush was very keen to do his higher education, so he searched abroad. He attended McGill University in Montreal, Canada and completed his Bachelor’s degree in electrical engineering. He got a specialisation in areas like information technology and automation. This shaped his analytical and thinking skills. Living independently in a new country built his resilience and adaptability.

By the time he graduated, Peyush got interested in business. He returned to India and sharpened his entrepreneurial skills through a management program for entrepreneurship and family business at IIM Bangalore. His early experiences emphasised the value of education and perseverance.

Career Beginnings

Peyush entered the tech industry right after college. He got a job at Microsoft in the United States as a program manager. There, he was exposed to how large companies operate and innovate as he worked on software projects. There, he learned product development and team building first-hand. Peyush had his lifestyle in place, with a decent salary, but he felt unfulfilled.

He returned to India in 2007 and observed a huge market gap for student services. He used this as an opportunity for his first startup, SearchMyCampus.com. He created the platform to connect college students with housing, jobs, and other basic needs. The startup was not a success; however, it taught him valuable lessons about running a business and the internet market.

He also experimented with an online eyewear venture called Flyrr.com, targeted at the US market. It introduced him to the challenges of e-commerce and eyewear retail. This startup didn’t scale as expected. Peyush didn’t give up; instead, he remained determined. He founded Valyoo Technologies, an umbrella company for online stores selling accessories like bags, watches, and jewellery (jewelsKart). This venture laid the groundwork for his biggest success. He realised all his flaws, and the realisation of the need to solve a massive problem for a successful business venture gave birth to Lenskart.

The Founding of Lenskart

Peyush Bansal co-founded Lenskart with Amit Chaudhary and Sumeet Kapahi in 2010. The aim was to make eyewear accessible, affordable, and convenient for everyone. Ordering glasses before Lenskart would mean that people would have to visit physical stores for eye tests and fittings, which would require both time and effort. Lenskart transformed this by offering online shopping with home try-on options like free eye checkups at home, and quick delivery of eyewear.

Under Peyush, the company grew quickly due to his focus on technology and experience in customer service. They incorporated virtual try-on and augmented reality for frame selection. This feature allowed you to look at which frame is suitable for your face before you make the final order. Lenskart expanded from its online model to opening physical stores across India.

The company spent money on manufacturing and supply chains. They kept their prices modest without lowering the quality. Lenskart became a unicorn in 2019. A round of initial public offering in 2025 pushed up its valuation even more. Lenskart already has thousands of stores and millions of customers in several countries, such as Southeast Asia and the Middle East. Peyush Bansal’s leadership has made Lenskart a common household name in India.

Shark Tank India

Popularity has increased for Peyush after he joined Shark Tank India in 2021. The reality show showcases entrepreneurs who pitch their ideas to a group of investors (the “sharks”) and get funded if the sharks are persuaded. Peyush is a rare combination of empathy with business insights he has gained from his personal startup challenges.

He’s more interested in supporting startups resolving real problems, instead of looking for profit. Audience and contestants love Peyush for his straightforward and practical advice. The show helped him expand his portfolio and keep supporting the young entrepreneurs in India’s startup ecosystem. He is using his presence on this platform to motivate and mentor the younger innovators.

Estimated net worth in 2025

Peyush Bansal’s net worth is estimated to be around Rs 600 crore. This includes his ownership in Lenskart, which saw a valuation boost post-IPO. The public listing potentially added hundreds of crores to his wealth. Before the I.P.O., his wealth was linked to the company’s private valuation. With Lenskart’s upward graph in revenue and steady profits, experts predict more growth. If the boardroom continues to be supportive and the business grows globally, Peyush could easily turn into a near-billionaire over the next few years.

Assets and Lifestyle

Peyush Bansal lives a simple and luxurious lifestyle. He has a high-end flat in DLF The Camellias, one of the costliest residential areas in India. The house was bought for more than Rs 30 Crore. It offers a mountain view and has all modern amenities. He also has a large bungalow in Delhi, which is around Rs 18 crore and an apartment in Gurgaon worth Rs 40 crore. He has a fleet of luxury cars, including BMW and Land Rover. Peyush is married to Nidhi Mittal and has one child. Peyush often contributes to causes like education and vision care, not to forget his roots.

Income sources

Source	Description
Lenskart	Primary source – value of his substantial equity stake (around 8-10%), gains from the recent IPO share sales, profits, and annual bonuses.
Shark Tank Investments	Returns generated from his portfolio of investments in multiple startups featured on the show across various seasons.
Other Business Ventures	Stakes in Lenskart’s strategic acquisitions and other companies, such as Owndays, Neso Brands, and other portfolio firms.
Salary as CEO	The fixed annual salary received for his role as the Chief Executive Officer of Lenskart.
Real Estate	Luxury assets such as his home and investment properties in prime areas like Delhi/Gurugram.

Conclusion:

From being a student of engineering to becoming the founder of a multimillion-dollar company, Lenskart, Peyush Bansal’s story is truly inspiring. Rather than merely seeking profits, he sought to build a company that really solved a problem for millions of people. His path from corporate worker to successful business owner showed that we need to learn from failures and realise our mistakes to become a successful entrepreneur. In the article, we talked about his early life, net worth, and how he founded Lenskart.

FAQs:

Who is Peyush Bansal?

Peyush Bansal is the co-founder and CEO of Lenskart, one of India’s leading eyewear brands.

What is Peyush Bansal’s net worth?

His net worth is estimated in the hundreds of crores, depending on Lenskart’s market value.

How does Peyush Bansal earn his money?

He earns mainly through Lenskart, startup investments, and other business ventures.

What is Peyush Bansal’s educational background?

He studied at McGill University and later attended IIM Bangalore for an entrepreneurship program.

How did Lenskart begin?

Lenskart was started in 2010 to make eyewear affordable and easily available across India.

Is Peyush Bansal on Shark Tank India?

Yes, he is one of the well-known investors on the show.

What did he do before starting Lenskart?

He worked at Microsoft and tried a few startup ideas before Lenskart became a success.

Why is Peyush Bansal considered successful?

His success comes from solving real customer problems, strong innovation, and effective leadership.

Does Peyush Bansal invest in other startups?

Yes, he invests in many startups through Shark Tank India and privately.

What else is Peyush Bansal known for?

He is known for his simple personality, problem-solving mindset, and contribution to India’s eyewear market.

Top Strategies Used by Leading Online Reputation Management Firms

In the present digital-first era, even a single negative comment, review, or article can cause a drastic turn in the public’s opinion within one night. After extensive research over the years, I have come to know that online reputation is becoming an issue of great importance for companies of all sizes. A positive digital footprint not only leads to customer trust but also directly impacts sales, collaboration, and the brand’s life cycle. Hence, a top company in online reputation management is vital here.

From what I know about the matter, good reputation strategies have to be made up of a mix of clever content planning, an SEO-focused approach, crisis management, and constant monitoring. I will detail below the top practices of the most prominent companies and also the reasons why these methods have become the foundation of the modern business reputation management.

Comprehensive Reputation Audits

A reputable Online Reputation Management Firm always begins with a deep audit. As per market research, over 88% of brands underestimate the number of digital mentions associated with them. This is why ORM specialists conduct a full scan across search engines, social media, forums, review sites, blogs, and news platforms.

A comprehensive audit reveals:

Negative press or misleading mentions
Harmful reviews
Social media complaint
Duplicate or incomplete business listings
SEO gaps that allow negative content to rank higher

As I have researched, these audits guide the entire ORM strategy. Understanding the digital landscape helps the online reputation management expert prepare a blueprint for improvement.

Strategic Content Creation and Promotion

The top-notch companies are greatly depending on the power of strategic content. The content comprises well-researched articles, blog posts, press releases, posts on social media, and narrations of the brand. The objective is straightforward: to promote positive and credible content higher up the search results and at the same time, to make negative or old information less visible.

Reputation management companies usually create content that concentrates on:

Accomplishments specification
Customer success stories display
CEO interviews and thought-leadership articles publication
Creating long-form valuable blogs around industry topics

As per my knowledge, consistent and optimized content sends strong signals to search engines, allowing positive pages to rank higher while pushing down unwanted results.

SEO-Driven Reputation Building

Search engine optimization is at the heart of modern ORM. Many brands now combine SEO with reputation-building strategies. This is where specialized seo reputation management services come into play.

Firms optimize:

Keywords associated with brand names
Third-party mentions
High-authority backlinks
Social profiles
Directory listings

Since negative content often ranks due to lack of optimized brand assets, SEO-based repair makes a significant difference.

Many reputation agencies also collaborate with technical seo services providers to strengthen indexation, site architecture, speed, and crawlability. As I have researched, search engines reward technically strong websites with better rankings, giving brands more control over their digital narrative.

Leveraging Technical SEO Expertise

To outperform negative content, many leading reputation firms depend on technical SEO. A technical seo consultant or technical seo expert ensures that all brand-owned platforms meet search engine requirements.

This includes:

Structured data implementation
Fixing broken links
Improving website load speed
Enhancing site security (HTTPS)
Ensuring mobile-first optimization
Eliminating duplicate content
Strengthening sitemap and robots.txt settings

Some global firms also partner with a technical seo agency to maintain continuous oversight. As per my knowledge, using technical SEO consulting alongside content strategies makes search results more stable and resilient.

Companies in competitive regions even use specialized services like manchester seo services to handle regional audiences, local rankings, and city-specific brand mentions.

Active Review Management and Response Strategy

Business reviews significantly influence consumer decisions. As per market research, nearly 91% of customers trust online reviews as much as personal recommendations.

Leading business reputation management firms use the following methods:

Encouraging satisfied clients to leave honest reviews
Responding to reviews professionally
Reporting fake or malicious reviews
Monitoring industry-specific review platforms
Creating drip-email review campaigns

As I have researched, a structured review management plan improves ratings, boosts customer trust, and increases conversion rates.

Crisis Response and Negative Content Suppression

Every now and then companies face unexpected backlash – viral complaints, negative news articles, or attacks from rivals. In these situations, the intervention of a reliable online reputation management agency, with their skills and tricks, makes it possible to limit the harm done very quickly.

Top firms use strategies like:

Content flooding (publishing positive articles rapidly)
Fast social media communication
Legal takedown notices (when applicable)
Pushing corrective narratives through PR
Keyword-focused SEO suppression

From what I know, the timing is really very important. By acting faster one can control the story easier.

Social Media Monitoring and Brand Voice Alignment

In modern times, social media platforms are the most common and preferred ways of customers to vent their dissatisfaction. The ORM companies keep track of the platforms, which include Facebook, Instagram, LinkedIn, YouTube, and X (Twitter), to make sure they can intervene and have a say in the matter from the very beginning.

Key activities include:

Tracking brand mentions
Responding to customer concerns in real time
Reporting harmful or abusive posts
Creating positive social campaigns
Maintaining consistency in tone and branding

As I have researched, aligned communication builds trust and reduces the chance of viral negativity.

Digital PR and Authority Building

Digital PR plays a massive role in strengthening brand credibility. ORM firms collaborate with journalists, influencers, bloggers, and media platforms to ensure the brand receives positive exposure.

These PR strategies include:

Interview placements
Expert commentary features
Press announcements
Industry award submissions
Influencer endorsements
Influencer endorsements

Building authority through building reputation not only results in better reputation but also improves the organic ranking of the website because the high-authority sites produce backlinks which are considered valuable.

Plans for Continuous Monitoring and Maintenance

Reputation is not a one-off job. Market research shows that the brands that keep on investing in digital reputation maintenance are more likely to gain customer loyalty and less often experience negative incidents.

Leading firms offer continuous monitoring through monthly or quarterly plans, ensuring:

Instant alerts for brand mentions
Regular SEO updates
Ongoing review improvements
Fresh content publication
Monitoring competitor activities

As per my knowledge, long-term ORM maintenance protects brands from unexpected damage and keeps their online presence consistently strong.

Integration of Technical SEO With ORM Strategies

A growing trend is the integration of ORM with advanced SEO techniques. Top firms combine technical SEO, content optimization, link-building, and digital PR into one unified strategy. This holistic approach gives companies stronger control over branded search results.

Combining ORM and SEO ensures:

Higher search visibility
Better control of the first page of Google
Stronger positive narratives
Reduced impact of negative content

As I have researched, this integrated model is what sets leading firms apart in today’s competitive digital climate.

Conclusion

In a world where online perception determines business success, the role of a reliable online reputation management company has become critical. Whether it’s enhancing visibility, reducing negative press, improving reviews, or strengthening SEO, the strategies used by top firms are designed to build long-term digital trust.

According to what I know and the research I am doing continuously in the industry, the best reputation strategies come together to create excellent content, and at the same time strong technical SEO, with also proactive monitoring. Companies using these practices protect their brand image and even increase the level of engagement with their customers.

To put it briefly, the contemporary reputation management process is not confined only to the aspect of repair. Rather, it includes the aspect of constructing a digital identity that flourishes for years to come.

Top Strategies Used by Leading Online Reputation Management Firms

DMI Alternatives announced the official closure of $120 million for a corporate private credit fund

DMI Alternatives $120 million corporate private credit fund closure highlighting growth in alternative investments and private credit financing.

DMI Alternatives, a reputed alternative assets management firm, has been able to close a major capital raise on its latest dedicated fund. The company has announced that it will close $120 million in a corporate private credit fund. This large investment vehicle is specifically aimed at capital provision of performing and cash-flowing Indian firms.

The successful raise has a significant emphasis on the exploding need for flexible credit solutions by established companies operating in the most dynamic major economy in the world. Harein Uppal will lead the strategic direction, as well as the implementation of this new fund, a positive sign of the targeted manner in which the leadership has set its goals to ensure that the impact of this fund is felt in the dynamic Indian market.

Operational strategy and a dedicated focus

The operational strategy of the new corporate private credit fund is carefully designed to offer more than capital. DMI Alternatives will offer custom-made financing options that are specifically designed to suit Indian firms that demonstrate a good base for sustainable growth. This strategy recognises the special and sophisticated financing needs of mid-market businesses that are the heart of the target population of the fund.

The private credit approach targets businesses that have a strong foundation and are on a definite growth path, and seeks to help them achieve long-term growth and prosperity. The fund will use both debt and hybrid forms to deploy flexible capital to address the varied needs of these enterprises using a wide range of instruments. This flexibility allows financing to be maximised in the context of the balance sheet and growth strategy of a particular portfolio company.

The fund has and will ensure that it has a special focus on several key areas, which are considered critical to the ongoing economic performance of India. These are healthcare, technology, business services, manufacturing, and financial services. These sectors have been particularly selected since they will most likely enjoy the secular tailwinds, or long-term, non-cyclical growth drivers that are already driving overall economic growth in India. By focusing on these high-growth regions, the fund will be able to pinpoint its returns to the macroeconomic direction of the country and help the companies that are essentially moving the economic story of India.

Expansion in India’s economy

The closure of the $120 million fund is highly symbolic of the structural changes that are taking place in the Indian financial scene. The investment reflects the prevalent and growing need of Indian corporates to get capital that provides greater flexibility as opposed to what is being provided by the available traditional sources of finance. India is the fastest-growing large economy in the world and is enjoying the convergence of favourable financial conditions.

These are continuous structural reforms that are enhancing the business environment, continued high domestic consumption, which is a key driver to the economy, and an evident growth in the flow of capital, both domestic and international, to India-related investments. These macroeconomic drivers provide a perfect condition for flexible credit application.

The private credit asset form is becoming a permanent and vital source of capital in this fast-changing environment. It is also proactively supplementing banks and public markets, instead of just competing with them, by bridging major capital stack gaps. This position also guarantees that cash-flowing and well-managed companies are able to avail the required liquidity in addition to tailor-made financing to take the growth opportunities in the middle market segment.

The investor response to the rise of DMI Alternatives, which was strong, serves to support the view that the sources of financing of the Indian economy through private credit are expected to be the instruments of the national economic growth in the upcoming years and the establishment of a presence of India in the international financial arena. The performance of the fund shows how the market trusts in the viability and need of private credit solutions in the long term.

Conclusion

DMI Alternatives is organised in the form of alternative asset management companies, and its operations include three central strategies, which offer a holistic platform of investment. The third pillar of this multifaceted strategy is the success of the $120 million corporate private credit fund. Its niche focus of offering financing solutions to performing and cash-flowing Indian companies with good fundamentals, in terms of flexible debt structures and hybrid structures, puts DMI Alternatives right in the middle of the Indian alternative finance boom. This capital inflow will be crucial in helping the growth of middle market firms within key industries like technology and healthcare to ensure that they get the custom-made, sustainable financial support that they will need to realise India’s strong economic tail winds.

DMI Alternatives $120 Million Fund

Planys Technologies secured ₹100 crore in a new funding round led by ace investor Ashish Kacholia and Alchemy Capital cofounder Lashit Sanghvi

Deeptech Planys Technologies, a company based in Chennai which focuses on performing underwater inspection services, has successfully secured a substantial ₹100 crore (approximately $11.1 million) in a new round of funding. This major capital injection will go towards a two-fold strategic growth: expanding the industrial inspection business of the company to global markets and, most importantly, to the fast-growing presence in the defence tech industry through a new subsidiary established recently. It is the largest fundraise ever in the decade-old startup, and this is an indication of a massive drive both in the commercial and defence-related activities.

Strategic usage of capital

The investment round was led by major players in the investment fraternity, that is, ace investor Ashish Kacholia and Alchemy Capital co-founder Lashit Sanghvi. Various current investors also participated in the capital raise, and they included: Pratithi Investment, Samarthya Investment Advisors, 3i Partners and Letsventure, among other undisclosed angel investors. This most recent deal was designed as a combination of primary and secondary dealings, which significantly helped to sell off the early investors in Planys and offer some sort of a payoff to their original investors.

This significant capital is just after another capital raise in April 2024, when Planys had raised $5 million in an equity round, led by Ashish Kacholia as well. The startup currently has amassed over $9 million in different hands of investors throughout its history of operations. These investors are: MEMG Family Office, Golden Birch Investments, LetsVenture and Krishna Defence, among others, and they are showing long-term confidence of investors in the deeptech abilities of the company.

Planys Technologies has presented a concise three-pronged plan on how to use the new capital of ₹100 crore. The initial core focus is the expansion of its industrial inspection business in the international markets. It includes diversifying its proprietary underwater inspection services that operate under Remotely Operated Vehicles (ROVs) to marine parties across the globe.

The second significant investment is the accelerated development of the fast-growing defence tech business of the company. This specialised expansion shall be directed by its newly formed subsidiary, Planys Ark. Lastly, the company will establish a special unmanned underwater vehicle (UUV) manufacturing plant in South Chennai. The facility will be critical towards increasing the local production and supply of their high-tech marine robotics systems.

Primary focus and indigenous capabilities

The primary focus of Planys Technologies is the development of unmanned vehicles, including ROVs, hybrid crawlers, underwater Non-Destructive Testing (NDT) systems, and Autonomous Underwater Vehicles (AUVs). These systems are used to offer the necessary services, such as data acquisition and analytics, specifically to the marine sector, to assist in the maintenance and evaluation of highly important underwater infrastructure.

The startup boasts of a strong track record in its operation, with its UUVs having logged 25,000 hours of operation. This long history of operation represents 150 clients and 500 sites spread across more than 10 countries. Its prominent customer base is the Public Works Department (PWD) of the Maharashtra government, Port of Rotterdam in the Netherlands, Tata Steel, NTPC, Hindustan Petroleum and Bharat Petroleum. Its intensive technological innovation is also highlighted by the fact that it has received 21 patents, which have already been granted by the company, and another 15 patents are pending.

Planys has, over the years, focused its interests on the application of maritime warfare. The new subsidiary, Planys Ark, is meant to further increase this expansion. The startup provides specialised systems such as the AUV Svaayatt through this defence arm and is designed to play a critical role in the war on submarines, surveillance, and mines, and it can reach depths of up to 300 meters. Its ROV Trikhand specialised in mine countermeasures, documentation, as well as inspection in dangerous underwater locations.

This powerful excursion into defence tech by the IIT Madras-incubated startup is exactly the right move given the changing policy environment of the Central government. An evident and accelerated transition towards focusing on the implementation of indigenous deeptech capabilities in the Indian defence ecosystem is observed. This national strategic objective has led to a rise in startups in the industry as well as an overall trend in the market.

Conclusion

The ₹100 crore fundraise by Planys Technologies helps to consolidate the company as a leader in the Indian deeptech and marine robotics market. The decision to invest the capital in global expansion and to officially step up its defence tech activities with Planys Ark is a move that would put the company in a strategic position to capitalise on the international industrial requirements and the emerging domestic defence market. The action not only reflects the maturity of the proprietary UUV technology of the startup but also reflects its nationalisation in line with the capabilities of the country in developing robust and indigenous defence technology capabilities, which are part of the estimated growth of the market driven by the defence technology in India in 2030 to reach $19 billion.

Planys Technologies Raises ₹100 Crore

Ultraviolette secured $45 million in a series E funding round from Zoho and Ferrari-Linked Lingotto

Ultraviolette Automotive has been able to close a massive round of funding, raising $45 million in its current Series E round. The two leading investors were Zoho Corporation and Lingotto, one of the major investors and a long-time partner of the luxury sports car manufacturer Ferrari. The new inflow of funds is planned to be invested in strategic goals: i.e., the increase of its manufacturing capacities to meet the needs of its current vehicle range and the increase of its distribution system to meet the introduction of new products in the market.

Fresh capital usage and market research

Ultraviolette has both immediate and long-term growth objectives based on the $45 million raised in the Series E round. The capital will be utilised to help the company produce its flagship product, the X-47 crossover motorcycle, in high volumes. Besides the expansion of the existing products’ production, some of the money will also be used to strengthen the distribution system that the company will need when launching its new products in the market, namely the Shockwave and Tesseract models.

The strategy of aggressive expansion of production that Ultraviolette pursues is directly connected with its more general approach to market presence, both in the domestic and international markets. The company is also actively negotiating with different state governments on the construction of another new plant, which means that it has long-term Indian manufacturing capacity. The EV-maker has recognised that it needs to expand its product range to cover the low-cost EV segment, which proves to be a strategic step towards appealing to the mass market in addition to the high-performance products that are marketed.

Growth strategy

One of the aspects of the growth strategy of Ultraviolette is its aggressive expansion into newer geographies globally. The X-47 cross-over motorbike that is already being sold to the Indian market will also be introduced in Europe in February next year, assuming that the required certification is successfully achieved. It is an important move towards internationalisation of the company as it enters this European market.

The company has estimated that the new manufacturing plant it is intending to set up and the introduction of its new product lines, like the aforementioned Shockwave and Tesseract, will be completely functional by the year 2026. Its history started in 2016, when Subramaniam and Rajmohan founded the company, and initially, it received a commendation with the high-performance F77 electric motorcycle.

The company has also tactically changed its focus to reach mass-market segments and started to produce its X-40 series in its plant at Electronic City. The global momentum of the company has been seen through the recent introduction of the F77 motorcycles in the UK, which is already putting the company on the map in terms of its presence in twelve European markets altogether.

Conclusion

Ultraviolette already serves thirty cities in India and has a vision of expanding this number to a hundred cities by mid-2026. This domestic growth, along with the effective penetration of the various European markets, is a picture of strong and active growth. This capital represents a significant trust in the vision of the company and its status in the competitive electric two-wheeler market.

Ultraviolette Secured $45 Million

India’s Digital Rights at Risk: Experts Warn X v. Union of India Could Redefine Free Speech Online

New Delhi | 4 December 2025: The Dialogue, a Delhi-based public policy think tank, convened a detailed discussion on the implications of the Karnataka High Court’s recent judgment in X v. Union of India and its impact on free speech, due process, and platform governance in India. The discussion featured leading legal and technology experts including Vrinda Bhandari (Advocate-on-Record, Supreme Court of India), Sneha Jain (Partner, Saikrishna & Associates), and Aditi Agrawal (technology journalist), and was moderated by Mr. Sachin Dhawan, Deputy Director at The Dialogue.

Mr. Dhawan opened the discussion by situating the judgment within the government’s recent regulatory interventions in the digital landscape. He emphasised that while the case specifically concerns the platform X, its consequences extend to all intermediaries operating in India and to millions of users who depend on these platforms to participate in the digital public sphere.

Providing context to India’s intermediary rules, Ms. Agrawal explained the evolution of Rule 3(1)(d) of the IT Rules 2021 and Section 79(3)(b) of the IT Act. She highlighted how the inclusion of the phrase “prohibited under any law for the time being in force” has dramatically expanded the scope of takedown demands, enabling authorities to exert broad pressure on platforms. Drawing from her reporting, she illustrated how politically sensitive or reputationally challenging content is increasingly framed as a threat to “public order”, pushing intermediaries to make complex legal judgments under tight deadlines.

Expanding on the legal foundations of safe harbour, Ms. Jain noted that Section 79 is intended to serve as a protective shield for intermediaries—not as an executive tool for issuing takedowns. She cautioned that the growing reliance on Section 79(3)(b) as a de facto blocking mechanism risks creating an opaque, extra-legal parallel to Section 69A of the IT Act, which remains the only constitutionally validated route for blocking online content. She further argued that the High Court’s reasoning on locus standi—denying platforms the ability to challenge unlawful directions—effectively undermines the rights of Indian users who rely on intermediaries to safeguard their freedom of expression.

Offering a constitutional perspective, Ms. Bhandari critiqued the judgment’s treatment of the Supreme Court’s landmark decision in Shreya Singhal. She expressed concern that the High Court appeared to suggest that technological advancements and new rules had diminished the relevance of Shreya Singhal, despite it being binding precedent. Drawing on comparative jurisprudence, she cautioned against selectively importing foreign liability models without assessing India’s constitutional architecture. She emphasised that weakening platforms’ standing to contest takedown orders ultimately erodes users’ ability to defend their rights under Article 19(1)(a). She also warned that executive-led, portal-driven mechanisms—such as the Sahyog portal—risk becoming centralised, opaque channels for content restriction without adequate transparency or due process safeguards.

In their closing observations, the experts emphasised that safe harbour protection in India is at a critical inflection point, with parallel and opaque takedown pathways increasingly undermining due process. They also cautioned that technological portals lacking clear statutory guardrails risk enabling centralised censorship, while persistent judicial delays continue to deepen uncertainty for both platforms and users.

Key critiques emerging from the discussion include:

The treatment of Section 79(3)(b) as an independent takedown route, creating a parallel mechanism to Section 69A but with weaker safeguards Restrictions on intermediaries’ standing, limiting platforms’ ability to protect users’ Article 19(1)(a) rights.

Selective and inconsistent use of comparative jurisprudence, dismissing rights-enhancing U.S. precedents while invoking others in ways that obscure India’s constitutional structure.

India’s Digital Rights at Risk

TIDA Sports secured ₹3 crore in a seed funding round led by Inflection Point Ventures (IPV)

TIDA Sports is a multi-sports training and coaching startup that is in the process of gaining momentum in Chandigarh, India, and has just managed to raise a seed round of ₹3 crore. This massive inflow of capital was led by Inflection Point Ventures (IPV), an angel investment platform based in Gurugram, which indicated that investors had considered the idea of the platform revolutionising the development of grassroots sports in India. The investment is aimed at contributing to a major growth stage, and it will involve expansion of the geographical coverage of the company, improvement in the technological capacity, and expansion of the depth of the operational network of the company throughout the nation.

Expansion and capital usage

The new ₹3 crore raised will be directed by TIDA Sports in a number of strategic points, all directed towards the achievement of its broad objective of instilling quality sporting training in a large group of students. One of the main areas of investment is the geographical development of the platform, and the intention to extend its presence in five states and thirty cities in the near future is expressed. The scope of this massive exercise is a close collaboration with 200 schools, which is an important step that will result in delivering quality sports training to more than one lakh (100,000) students.

In addition to physical growth, the investment will be used to make major operational and technical improvements. The capital will be utilised to enhance the current technology platform of TIDA Sports, making it stronger in its Business-to-Business (B2B) operations, which mainly deal with school associations, according to a release outlining the financing. To reach its target market in these new markets, the company will expand its capacity by recruiting more qualified coaches and intensifying its on-ground marketing activities.

The Co-founder of IPV, Ankur Mittal, said, “The sports ecosystem in India remains fragmented, with limited access to quality coaching, infrastructure, and even basic equipment. As a result, many talented students drop out early, especially with academics being prioritised at home. But sports isn’t just about creating future champions who can fuel India’s ambition of becoming a marquee sporting nation, it’s equally about raising healthier kids and reducing their screen time. It builds discipline, confidence and overall well-being. TIDA Sports is helping bridge this gap by making quality training, venues and tournaments accessible at the grassroots level, ensuring that sports work for students rather than against their potential.”

Quotation Source: indianstartupnews

Foundation and notable collaborations

TIDA Sports is based on a collaborative model, whereby it establishes partnerships with schools and collaborations with academies of local sports bodies. This approach will help TIDA Sports to provide fundamental sports facilities, such as training, exclusive sports facilities, and thrilling competitions, to all its potential players with the touch of a button.

The organisation has already displayed a healthy execution ability as it has managed to arrange over 100 tournaments so far. The competitive nature of this dedication has been produced in tangible terms as it has helped in the breeding of players who have advanced to represent their respective states, as well as the country, in the elite-level championships. TIDA Sports has also developed significant partnerships with leading educational institutions and has partnered with such institutions as GD Goenka, DPS, DAV, and Aravali to both run and substantially improve their existing sports programs.

The operations of the platform are located in three major North Indian states, including Uttarakhand, Punjab, and Haryana. In this region, TIDA Sports has training facilities in various cities and regions such as Rishikesh, Haridwar, Dehradun, the Chandigarh tricity, Patiala, Jalandhar, Ambala, Amritsar, Ludhiana and Ferozepur, showing good regions it can use to initiate its national growth.

Conclusion

The seed round led by Inflection Point Ventures is a landmark event in the history of TIDA Sports, the Chandigarh-based multi-sports platform. The ₹3 crore secured capital will be transformational and will allow a huge scale-up of its operations and geographical reach, with the clear objective of targeting more than a lakh students by collaborating with 200 schools in five states and thirty cities. Through technological modernisation, increased coaching network, and stronger B2B business operation, TIDA Sports is positioning itself to address the disintegration of the Indian sports industry.

TIDA Sports secured ₹3 crore