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Comprint founder Pankaj Sancheti outlines a practical approach to evaluating AI investments

Comprint founder Pankaj Sancheti outlines a practical approach to evaluating AI investments

New Delhi [India], September 15: Comprint founder Pankaj Sancheti has outlined a practical approach to evaluating artificial intelligence (AI) investments, drawing on more than three decades in technology. His advice centres on four decisions: which task to improve, how to test the system, what it will cost to get the work right and who will take responsibility after deployment.

A quotation assistant illustrates why these decisions matter. An AI-generated document may look ready to send, but the price must be current, the configuration compatible, availability checked and commercial terms authorised. Producing it faster is not enough if the business cannot rely on its contents.

“A quick quotation containing an expensive mistake has failed the business,” Sancheti said.

His career has spanned personal computers, the internet, enterprise servers and the cloud. Each shift, he notes, required customers to make purchasing decisions before they fully understood what they were buying. With AI bringing that challenge into multiple departments, he believes technology providers have a responsibility to help customers become better buyers.

Start with the task

Sancheti recommends beginning with a specific piece of work rather than a broad instruction to “implement AI across the organisation”.

Reducing quotation preparation time is a defined task. So is helping a service engineer find the right troubleshooting history or giving a collections team a reliable view of overdue invoices.

The next step is to establish how that work is done today. How long does it take? Where do mistakes occur? What improvement would justify the investment?

These answers give the buyer a baseline for evaluating a proposal. Without them, Sancheti cautions, a business can spend months comparing technology without establishing what success means.

Test beyond the demo

Sancheti advises buyers to test systems with the difficult inputs their employees actually encounter: scanned invoices with missing fields, catalogues that list the same component under different names and customer requests that contradict earlier emails.

The evaluation should examine what happens when the system cannot resolve a problem. Does it recognise uncertainty? Does it ask for help? Can an authorised employee correct the output and, where necessary, address errors in the source information through an approved process?

For Sancheti, these questions reveal the distance between a convincing demonstration and a dependable system. They also help establish whether the vendor understands the business well enough to support it.

His infrastructure experience informs this approach. Applications depend on servers, storage, networks, power and people. AI adds further dependencies, including the quality of its information, its access permissions and the way its output enters a business process.

The purchase evaluation should therefore follow the work through to completion. Otherwise, a company may save time preparing a document only to spend it checking and correcting the result.

Count the full cost

Sancheti applies the same scrutiny to cost. In infrastructure, the purchase invoice has never represented the entire cost of ownership. Maintenance, downtime, upgrades and eventual replacement also matter.

For AI, he recommends accounting for integration, data preparation, human review and ongoing changes to the system. The useful measure is the cost of completing work to an acceptable standard, not simply the cost of generating an answer.

A low cost per query, he argues, offers limited insight if employees must spend substantial time checking every response.

He also cautions against treating cloud or on-premises deployment as a universal choice. The decision should follow the workload’s volume, variability, response requirements, data controls and available support.

Buyers should ask vendors to explain their assumptions, including how costs and performance would change if usage doubled or fell well below expectations. A credible proposal should address both possibilities.

Make ownership clear

Before deployment, Sancheti recommends identifying a business owner who can assess whether the system improves the work and a technical owner responsible for keeping it dependable.

Employees should know where to report an error. Responsibility for correcting the underlying information should be clear, and someone must have the authority to restrict or stop the system when necessary.

A project champion may secure approval for a purchase. Sustained ownership helps keep it useful after priorities change or people move on.

“The customer has to live with the decision long after the sale,” Sancheti said. “Someone must use the system, maintain it, pay for it, and explain why it was bought.”

He also sees an opportunity for established businesses to organise knowledge accumulated over years of operation: why a particular configuration works, which replacement part is suitable, how a recurring fault was resolved and what a customer was promised.

That knowledge may be scattered across documents, messages and experienced employees. AI provides another reason to organise it, but the people who understand the work must help verify what is captured. Making an incorrect instruction easier to retrieve can spread the mistake faster.

For a first investment, Sancheti recommends choosing one clearly defined process, recording its current performance and running a controlled trial. Businesses should measure time saved alongside errors, correction effort and total cost.

Expansion should follow the evidence. When a trial exposes a weak business case, the finding should be used to change course rather than justify further spending.

“Technology deserves enthusiasm. A purchase deserves scrutiny,” he said.

After more than three decades in technology, his question for AI vendors is direct: “When your system becomes part of our daily work, what exactly are you taking responsibility for?”

The answer, Sancheti believes, should carry as much weight as the demonstration.

About Comprint

Established in Mumbai in 1994, Comprint provides enterprise IT products and services, including servers, storage, workstations and spare parts. Its services include rentals and leasing, maintenance, cloud solutions, and IT refurbishment and recycling. (Comprint)

Built, Not Inherited: Varun Ajay Joshi on Being a First-Generation Entrepreneur

Built, Not Inherited: Varun Ajay Joshi on Being a First-Generation Entrepreneur

Born and brought up in Mumbai, shaped by sports, multidisciplinary in his expertise and driven by a purpose larger than conventional success, Varun Ajay Joshi’s five-year entrepreneurial journey is a story of choosing the harder road and continuing to build when there was no map.

Before the Entrepreneur, There Was the Builder

During his college years, Mr. Joshi began collaborating with friends and prominent individuals across different initiatives and capacities.

It was during this period that he became a core founding member of a global festival that went on to scale into the Y20 and G20 ecosystem, with recognition from the Ministry of Youth Affairs. It was an early experience of seeing an idea travel beyond its original boundaries.

More importantly, it showed him something he would carry into entrepreneurship:

Ideas become powerful when people are willing to build them.

His interests would subsequently evolve across multiple disciplines, giving him exposure to business, people, digital science, economics, psychology, human behaviour, organizational thinking, real estate, careers and emerging technology.

That multidisciplinary foundation would eventually become part of the architecture of Space of The Greats Group.

Dubai Was Calling Earlier

There is an interesting chapter in Mr. Joshi’s journey that happened before Dubai became the expansion frontier it is today.

In 2022, he received opportunities and explored collaborations connected to working on projects in Dubai.

The path was available.

The geography was familiar.

The opportunity was real.

But something inside him resisted taking the straightforward route.

There was an increasingly strong inner calling to build something of his own, something larger, something meaningful and something with purpose.

So the decision was not simply about choosing entrepreneurship over employment. It was indeed about choosing uncertainty over a predetermined path.

Dubai would have to wait. The building could not. Years later, that decision has acquired a different meaning. Dubai is no longer simply a place where Mr. Joshi could have worked.

It is becoming one of the places where his own vision will be executed on the ground.

The Reality of Building From the First Generation

Being a first-generation entrepreneur sounds inspiring when described retrospectively. Living it is considerably harder.

There is no inherited business waiting to be expanded.

No established entrepreneurial network to fall back on.

No family playbook explaining which risks to take and which mistakes to avoid.

You have to learn while building.

And you have to keep building while learning.

Mr. Joshi’s entrepreneurial journey has now crossed five years of bootstrapping, trials, errors, difficult phases, recalibration and persistence.

Not every decision worked.

Not every relationship survived.

Not every person understood the vision.

And not every chapter looked like progress while it was happening.

That is the part of entrepreneurship that rarely makes it into a headline.

The Quiet Strength Behind the Journey

Behind many first-generation entrepreneurs is someone whose contribution is rarely visible in the final story.

For Mr. Joshi, that person has been his father, Mr. Ajay Joshi.

His support has been a constant through the uncertainty, the difficult decisions and the years when the outcome was far from guaranteed.

There is a particular kind of support that does not require someone to build the business for you.

It simply gives you the courage to keep building it yourself.

For Mr. Joshi, his father’s belief provided that foundation. The journey may have been his to walk, but he did not have to walk it without someone believing in him.

And perhaps that is one of the most meaningful forms of support a first-generation entrepreneur can receive: not a road, but the confidence to create one.

You Cannot Keep Everyone Happy

One of the hardest lessons of building something from the ground up is realizing that progress comes with difficult choices.

There will be people who question your decisions.

People who don’t understand why you continue.

People who believe you should choose the safer route.

And sometimes, people who were present in the beginning will not be present in the next chapter.

A founder eventually has to understand something uncomfortable:

You cannot build something meaningful while trying to keep everyone comfortable with your choices.

That does not mean becoming indifferent.

It means becoming responsible for your own direction.

For Mr. Joshi, discipline became less about motivation and more about continuing after motivation disappeared.

That is where the lessons of cricket returned.

Show up.

Play the next ball.

Stay patient.

Take the loss.

Learn.

Return tomorrow.

When the Work Begins to Speak

Today, the years of experimentation are beginning to translate into tangible momentum.

Career Intelligence is emerging as a distinct area of work.

Real Estate Intelligence is expanding within Mumbai.

Space of The Greats Group is developing a broader ecosystem spanning people, property, psychology, organizations and decision-making.

And the Dubai chapter that was once an opportunity on someone else’s project is now being approached as part of Mr. Joshi’s own vision, with on-ground execution, physical presence being made and key institutional partnerships waited to be scaled.

That transformation carries a quiet lesson.

Sometimes the opportunity you turn down is not the opportunity you lose. Sometimes it is simply the opportunity you postpone until you are ready to build something much larger.

Things Can Be Delayed. Never Denied.

There is a line that captures Mr. Joshi’s outlook:

“Things can be delayed, but never denied.”

It is not a promise that everything will happen exactly when you want it to. It is an acceptance that meaningful work has its own timing.

Recognition can arrive years after effort. A market can understand an idea long after its founder first sees it.

A partnership can materialize after countless conversations that went nowhere. The answer is not always to force the outcome.

Sometimes it is to keep building until the outcome has no choice but to reveal itself.

The First Generation Builds More Than a Business

The public sees the final photograph. The announcement. The partnership. The expansion. The headline.

They rarely see what came before it.

The uncertainty.

The rejected ideas.

The difficult conversations.

The financial pressure.

The people who walked away.

The moments when stopping would have been easier.

That is why first-generation entrepreneurship should not be romanticized.

It is not simply about taking risks.

It is about creating certainty where none was inherited.

It is learning to become your own reference point.

And eventually, it is about building something that can outlive the circumstances in which it began.

For Mr. Joshi, the journey from Mumbai’s cricket grounds to college initiatives, the Y20 and G20 ecosystem, five years of bootstrapped entrepreneurship, Career Intelligence, Real Estate Intelligence and a global expansion that is ready to be scaled.

The ambition has moved far beyond one city. The models are being prepared for new markets. The global groundwork is being laid.

The experiences have made Mr. Varun unshakeable in his belief, sharper in his mindset and relentless in his pursuit of a global vision.

“Pressure is a privilege – some break under it, some fly; Varun thrives in it.” And with global expansion ahead, he believes the journey has only just begun.

With gratitude and the deep realization that when relentless effort meets divine grace, magic happens – Gurukrupa Kevalam.

And now, Space of The Greats Group eyes its next frontier with on-ground execution in Dubai set to begin, marking the beginning of a new chapter in its global expansion.

Ikris Pharma Network Launches Digital Platform for Named Patient Program

Ikris Pharma Network Launches Digital Platform for Named Patient Program

Named Patient Program brings medicine requests, regulatory documentation, and shipment tracking into a single platform for healthcare professionals and eligible patients to simplify global access to specialty medicines

NOIDA, India — September 9, 2026 — Ikris Pharma Network today announced the launch of Named Patient Program, a digital platform designed to simplify regulatory-compliant access to specialty medicines that are approved in other regulated markets but not yet locally available. The platform is built to help healthcare professionals and eligible patients navigate the Named Patient Import process more efficiently, bringing documentation, order tracking, and communication into one secure interface.

Many innovative therapies already approved and in use in regulated international markets remain inaccessible in other countries due to regulatory timelines, supply limitations, or market access barriers. For patients facing cancer, rare diseases, genetic disorders, and other complex or life-threatening conditions, this delay can materially affect treatment outcomes. 

What the Platform Offers:

Named Patient Program is designed around the needs of healthcare professionals and patients navigating time-sensitive treatment decisions. Core capabilities include:

  • Secure prescription and KYC document submission
  • Digital medicine request management
  • Real-time order and shipment tracking
  • Request and approval status updates
  • Regulatory-compliant import support and documentation assistance
  • EU-GMP-compliant sourcing through qualified international supply partners
  • Temperature-controlled pharmaceutical logistics

Rather than replacing existing regulatory processes, the platform is designed to improve visibility and reduce coordination friction across the medicine access journey — from initial request through delivery.

Addressing a Growing Need:

Demand for compliant access to globally approved therapies spans oncology, hematology, rare diseases, neurology, immunology, transplant medicine, genetic disorders, and specialty biologics. As precision medicine advances, hospitals and physicians increasingly need efficient pathways to therapies not yet commercially available in their market.

“Access to innovative medicines should be supported by transparency, regulatory compliance, and efficient coordination,” said Bharat Sikri, Director of Ikris Pharma Network. “Through the Named Patient Program, we aim to simplify the Named Patient Import experience for healthcare professionals and eligible patients — from medicine request and regulatory documentation to shipment tracking and delivery — connecting patients with globally approved specialty medicines when timely treatment matters most.”

Availability:

Healthcare professionals, hospitals, and eligible patients can learn more and access the platform.

Contact: https://namedpatientprogram.com/contact-us

About Ikris Pharma Network

Ikris Pharma Network is one of India’s leading Named Patient Medicine Supply companies. The company developed the Named Patient Program, a digital platform built to simplify regulatory-compliant access to globally approved but locally unavailable medicines. Ikris supports patients, physicians, and hospitals through expertise in oncology, rare disease therapies, hematology, transplant medicine, biologics, orphan drugs, regulatory documentation, GDP-compliant logistics, and international pharmaceutical sourcing.

Chanakya University’s Chanakya Convergence Forum Brings Together Space-Tech Leaders and Academia in Bengaluru

Chanakya University’s Chanakya Convergence Forum Brings Together Space-Tech Leaders and Academia in Bengaluru

New Delhi [India], September 12: Chanakya University hosted the Chanakya Convergence Forum (CCF), an academia-industry engagement series, on September 10, 2026 at Accel LaunchPad, Koramangala.

The inaugural edition brought together leaders and practitioners from India’s space technology ecosystem for an evening of knowledge sharing and networking around the future of India’s space economy.

Themed “India’s Space Economy & The Next Decade,” the Forum opened with a keynote address from Dr. S. Somanath, Chancellor, Chanakya University and Former Chairman, ISRO, who spoke on the need for sustained investment in space research and allied sectors for national development. He urged industry partners to collaborate with Chanakya on R&D so that future innovators in the field get hands-on training.

This was followed by a panel discussion, “Who Will Build India’s Space-Tech Future?”, featuring Sri Prashanth Prakash, Partner at Accel India, Sri Suyash Singh, Co-founder of GalaxEye Space, and Prof. Duvvuri Subrahmanyam, IISc. Sri Prashanth Prakash noted that India’s private space-tech sector is still in its early days and has exciting days ahead, Sri Suyash Singh spoke on the need for greater innovation and policy support, and Prof. Duvvuri Subrahmanyam expressed confidence in closer academia-industry alignment for space research.

The Forum felicitated Prof. P.A. Ramakrishna from IIT Madras, Dr. V. R. Lalithambika from ISRO, Sri Suyash Singh from GalaxEye Space, and Prof. Duvvuri Subrahmanyam from IISc for their outstanding contributions to the growth of the space sector in India.

Sri Mohandas Pai, Chairman, Aarin Capital, also addressed the gathering, speaking on the need to invest further in infrastructure and RCD for India’s economy. He urged young people in the audience to dream big, build startups and create jobs, and while being candid about gaps in policy, reform and governance, closed on an optimistic note about India’s path to becoming a developed nation.

At the event, Prof. S. Sadagopan, Founding Director, IIIT-B launched the Centre for Technology Development and Consultancy (CTDC), through which the University will work directly with industry and startups to develop, test and deploy technology solutions. CTDC’s mandate spans technology co-development, IP and research commercialisation, industry consultancy, executive education and incubation support for young innovators.

The University also launched the Chanakya SpaceTech Fellowship (2026–27), an industry-academia initiative placing young researchers on industry problems sponsored by industry partners. Fellows will work across domains including satellite communications, earth observation, space robotics, radar signal processing, hyperspectral imaging and space debris tracking. Prof. H. S. Subramanya, Pro-Vice Chancellor of Chanakya University invited companies to join Chanakya through the fellowship along with research collaboration on other high-tech sectors such as mobility, pharma and devices, and artificial intelligence.

The Forum saw participation from space-tech companies including Nibe Industries, Collins Aerospace, GalaxEye Space and EtherealIX, alongside venture capital firms such as 3One4 Capital, Momentum Capital, Pratithi and the Kris Gopalakrishnan Family Office, offering a platform for founders, investors and researchers to connect. Other prominent guests included entrepreneur Sri Madan Padaki, Sri Umakant Soni from Bharat1.AI, Smt. Malini Goyal from UnboxingBlr, Prof. Aloke Kumar from IISc, and many more.

Pro-Chancellor Sri M.P. Kumar delivered the closing remarks, describing the CCF as the institution’s step toward integrating industry with academia and reaffirming Chanakya’s commitment to building a culture of industry-aligned research and curriculum.

The Chanakya Convergence Forum is a flagship platform bringing together leaders and thinkers to engage with questions that matter and ideas that can shape the future, with each edition centred on a theme at the intersection of industry, research, entrepreneurship and institutions.

National Centre RUSSIA offers Moscow showcase for Indian products at INNOPROM India

National Centre RUSSIA offers Moscow showcase for Indian products at INNOPROM India

New Delhi [India], September 11: The National Centre RUSSIA has offered to showcase Indian products at its Moscow premises following a visit by India’s Commerce and Industry Minister Piyush Goyal and Russia’s Industry and Trade Minister Anton Alikhanov to its exhibition at INNOPROM India in New Delhi.

The proposal was outlined by Natalia Virtuozova, Director General of the National Centre RUSSIA, during the September 9–11 industrial exhibition at Bharat Mandapam. She said the National Centre wanted to build on its Indian debut by making Russian products available to Indian buyers and giving Indian producers an opportunity to present their goods to Russian audiences.

“For our part, we are ready to provide space at the National Centre RUSSIA, in our very popular department store, to display Indian products,” Virtuozova said at a press conference during the exhibition.

She described the event as a first step, with further discussions needed on how to promote products in each other’s markets. Referring to the popularity of Indian tea, textiles and cotton goods in the Soviet Union, she said exhibitions could help consumers learn more about the products available in both countries.

Goyal and Alikhanov toured the National Centre’s flagship department store project, known as UniverMag, and an accompanying cultural zone. Virtuozova guided the ministers through a display of Russian regional crafts, ranging from crystal and painted clay toys to carpet weaving and lace.

The National Centre reported the ministerial visit in a statement issued on September 10. Its participation in New Delhi marks the first presentation of UniverMag in India, following earlier appearances at INNOPROM Central Asia in Tashkent and the Russia–China Expo in Harbin.

“Russia and India share many years of friendship. Next year marks 80 years since the establishment of diplomatic relations between our countries,” Virtuozova said in the statement. “We would like the products of UniverMag RUSSIA to remain available to Indian buyers, and Indian goods to be presented in our space in Moscow.”

The proposal concerns future cooperation rather than an announced retail agreement. Virtuozova said the next step would be to sit down with partners and discuss how to take product promotion forward.

At Bharat Mandapam, the National Centre combined retail displays with live demonstrations by craftswomen from Russia’s Ryazan, Kirov and Nizhny Novgorod regions and the Khanty-Mansi Autonomous Area–Yugra. Visitors could watch traditional techniques, including lace-making, Khokhloma decorative painting and the making of Dymkovo clay toys.

The format placed the production process alongside the finished goods. The cultural zone also featured amber objects, porcelain, lacquer miniatures, painted metal trays and woodcarving, introducing visitors to craft traditions from different Russian regions.

Virtuozova linked the appeal of these products to the combination of traditional skills and modern production.

“It is handmade. It is rooted in Russian traditions. And these production facilities have now been modernised, resulting in products of very high quality,” she said at the press conference.

An early example of visitor interest was a limited-edition nevalyashka, a traditional Russian self-righting doll, created for the exhibition with the Kotovsk toy factory in the Tambov region. Decorated with Indian cultural motifs, it was the first item sold at the New Delhi outlet, according to the National Centre.

By the time of the ministerial visit, Virtuozova said the special edition had almost sold out.

The ‘UniverMag’ pavilion of the National Centre RUSSIA  became the most popular and visited space at the entire exhibition, attracting an endless stream of buyers throughout the day, especially reporting interest in Russian chocolate, Tula gingerbread, lace, handmade bags and other craft products.

The exhibition also included a model of the future National Centre RUSSIA building in Moscow. The National Centre was established on the instructions of Russian President Vladimir Putin to preserve the legacy of the Russia International Exhibition and Forum and provide a permanent venue for presenting the country’s achievements.

INNOPROM India is organised by Russia’s Ministry of Industry and Trade and India’s Ministry of Commerce and Industry. According to the National Centre’s event materials, the exhibition brought together more than 130 companies from the two countries to develop business contacts and joint industrial projects.

For the National Centre RUSSIA, the immediate follow-up is to explore how the interest shown at the exhibition can lead to continuing product exchanges. Virtuozova’s proposal would give Indian goods a platform in Moscow while discussions continue on future access for Russian products in India.

Media Entrepreneur Mohammed Sayeed Shaikh (MS Shaikh) Announces Major Digital Expansion for ‘Fight Against Criminal’ Daily Newspaper

Media Entrepreneur Mohammed Sayeed Shaikh (MS Shaikh) Announces Major Digital Expansion for ‘Fight Against Criminal’ Daily Newspaper

MUMBAI, INDIA — Prominent Indian journalist and media entrepreneur Mohammed Sayeed Shaikh, professionally recognized across national news sectors by his moniker MS Shaikh, has officially announced a targeted digital scale-up phase for his established daily news publication, Fight Against Criminal (FAC News), published by Aspect Multimedia Pvt Ltd.

A government-registered daily newspaper (RNI No. MAHHIN/2016/71734) in continuous circulation since 2016, Fight Against Criminal operates both as a widely circulated regional print daily and an expanding online news portal (fightagainstcriminal.com). The network specializes in localized civic affairs, breaking national reporting, and deep crime and social analysis. Under Shaikh’s direct leadership as founder, director, and chief editor, the media group has maintained a strict adherence to deep investigative ethics and public interest journalism.

The new technical expansion framework aims to integrate real-time mobile updates and modern multi-language news streams directly into the FAC News network. Building on the reach of its daily print edition, the portal already publishes across both Hindi and English, spanning dedicated sections for India, State, Politics, and Crime, and the expansion is designed to widen that reach further.

“Our goal is to build out a seamless, highly verified information resource to directly counter digital misinformation,” stated Mohammed Sayeed Shaikh. “As news consumption moves to mobile and to multiple languages, our responsibility is to meet readers where they are, carrying the same credibility our daily edition has earned since 2016, without compromising on accuracy or public interest.”

The media group is scheduled to deploy these regional updates over the coming quarters, alongside curated training workshops for incoming independent field reporters. The initiative reflects the broader commitment of FAC News and its parent company, Aspect Multimedia Pvt Ltd, to strengthening credible, ground-level journalism in an increasingly digital news environment.

ABOUT FIGHT AGAINST CRIMINAL (FAC NEWS)

Fight Against Criminal (FAC News) is an Indian news organization operating as both a government-registered daily print newspaper (RNI No. MAHHIN/2016/71734) and an online news portal at fightagainstcriminal.com. In circulation since 2016 and publishing in Hindi and English, FAC News covers civic affairs, national news, politics, and crime and social analysis, with a focus on investigative reporting and public interest journalism. The publication is published by Aspect Multimedia Pvt Ltd and was founded and is led by journalist and media entrepreneur Mohammed Sayeed Shaikh (MS Shaikh), who serves as its director and chief editor.

MEDIA CONTACT

Mohammed Sayeed Shaikh (MS Shaikh)
Founder, Director & Chief Editor
Fight Against Criminal (FAC News) — Published by Aspect Multimedia Pvt Ltd
RNI No.: MAHHIN/2016/71734
Email: fightagainstcriminal2016@gmail.com
Website: https://fightagainstcriminal.com

Elite Elevators Advances Hydraulic Lift Technology for Indian Homes

Elite Elevators Advances Hydraulic Lift Technology for Indian Homes

Chennai (Tamil Nadu) [India], September 11: Hydraulic lifts have quietly become the practical answer for most Indian homes. They are mechanically simple, they run quietly, and they need a fraction of the civil work a conventional passenger lift demands. Elite Elevators has set out the specifications of its hydraulic elevators, a range built for compact and mid-sized homes, including houses that were finished long before a lift was considered.

Why Do Hydraulic Lifts Suit Indian Homes?

Most Indian houses are two to four storeys, occupied by four to six people, and already built by the time a lift is considered. Those three facts favour hydraulic drive.

A hydraulic system moves the cabin using a pump and cylinder through a chain-and-pulley arrangement. It is quiet in daily use and inherently fail-safe on descent, since controlled lowering brings the cabin down when power is absent. It also runs on single-phase supply, which most homes already have.

Speeds are lower than gearless systems, at up to 0.30 m/s. Over one to three upper floors that is barely noticeable, and the gentler movement often suits elderly passengers better.

What Makes the Hydraulic Range Different?

X200. A hydraulic chain drive rated at 400 kg, serving up to four stops at up to 0.30 m/s, needing a pit of just 100 mm and 2,300 mm of headroom, with panoramic glass swing doors opening 600 to 900 mm. Compact footprints allow placement in a stairwell void, a room corner, a courtyard setback or against an exterior wall.

X200 Plus. The same hydraulic engineering and the same pit and headroom, with a connected control layer added: a 21-inch Live Board cabin display with floor announcements, custom floor naming and programmable ambience; Live SOS alerting the technical team at one touch; mobile app control; and PIN or pattern floor locking. Standard cabin size is 1,400 × 1,200 mm, with custom dimensions to order.

Neither model requires a machine room. For one to three upper floors, the X200 is the most economical fit. The X200 Plus suits the same houses where app control and floor locking are wanted, without changing anything about the site work.

What Safety Systems Are Included?

Both hydraulic models include an Automatic Rescue Device that moves the cabin to the nearest landing on battery power and opens the doors, emergency cabin lighting on independent battery, an in-cabin GSM phone on the lift’s own battery, door safety sensors with interlocks, overload detection and automatic re-levelling. Greaseless rails mean no oil or lubrication anywhere in the system.

The X200 also includes a trap door for escape access and an ENS fault detection system that reports irregularities as they occur. The X200 Plus adds dual emergency brakes, instant ENS alerts and smart floor positioning.

Manufacturing operations are certified to ISO 14001:2015 for environmental management and ISO 45001:2018 for occupational health and safety.

How Are Hydraulic Lifts for Luxury Homes Customised?

Cabin wall, ceiling and floor finishes are included rather than charged as extras: glass, wood, stainless steel or RAL colour panels, ceilings with panel, LED spotlight or logo designs, and carpet, vinyl or bespoke flooring.

For hydraulic lifts for luxury homes, the X200 Plus is made to order in custom cabin dimensions, with programmable cabin ambience and a 21-inch interactive display. Both models carry greaseless rails and zero visible screws for a clean, uninterrupted finish, and both are rated for indoor or outdoor installation.

What Are the Installation Requirements for a Hydraulic Home Lift?

Both hydraulic home lifts serve up to four stops and need a pit of just 100 mm with 2,300 mm of headroom, on single-phase power. Neither requires a machine room.

Installation typically takes two to three weeks, with work limited to cutting floor openings and preparing a level base. There is no excavation, no shaft construction and no machine room, so most households continue living in the home throughout.

Where Can Families See the Lifts?

Families can ride the hydraulic range at an Elite Elevators Experience Centre, or book a complimentary site assessment at which an engineer measures every landing and confirms pit and headroom feasibility. Installations are supported across Chennai, Bangalore, Hyderabad, Mumbai, Pune, Delhi NCR, Coimbatore, Ahmedabad and Kochi.

About Elite Elevators

Elite Elevators Private Limited provides advanced vertical mobility solutions designed specifically for residential spaces, including home lifts, residential lifts, stairlifts and platform lifts. Its products are well suited for villas, bungalows, duplexes and apartments, offering practical installation options that require no separate machine room, minimal shaft space and little to no deep-pit construction.

Whether incorporated into a new property or added to an existing home, Elite Elevators’ solutions are designed to combine convenience, functionality and modern design. Trusted by over 3,000 customers across India, the company also offers nationwide after-sales support through annual maintenance contracts and on-demand service assistance, ensuring dependable performance and continued peace of mind.

Official Website: www.eliteelevators.com 

Mobile:  +91 93616 13131

Email: enquiry@eliteelevators.com

Dr. B. Lal Clinical Laboratory Launches ‘Sach Ki Lab’ — A Bold New Consumer Promise Rooted in 35 Years of Trust

Dr. B. Lal Clinical Laboratory Launches ‘Sach Ki Lab’ — A Bold New Consumer Promise Rooted in 35 Years of Trust

New Delhi [India], September 11: When was the last time you trusted a health report simply because of the name on it? For millions of patients across North India, that name has been Dr. B. Lal Clinical Laboratory — and now, the brand is giving that trust a name of its own: Sach Ki Lab, or “The Lab of Truth.”

It’s a bold, deliberately simple idea in an industry that has grown noisy with promises of speed, discounts, and doorstep convenience. Dr. B. Lal is choosing to compete on something almost no competitor can claim credibly: 35 years of proof.

Why India’s Diagnostics Market Needed This Shift

India’s diagnostic testing industry has changed dramatically over the past few years. A new generation of digital-first, direct-to-consumer labs has entered the market, competing hard on cheap blood test prices, fast home collection, and app-based booking. For consumers searching for a full body checkup near me or comparing NABL-accredited labs, the choices can feel overwhelming — and, frankly, indistinguishable.

Doctors still largely direct reactive testing — the tests you take when you’re already unwell. But preventive health checkups — the ones people book on their own, before symptoms show up — have become a self-directed, consumer-led decision. And that’s exactly the space where trust, not price, becomes the real differentiator.

Introducing Sach Ki Lab: A Name Built on 35 Years, Not 35 Days

Sach Ki Lab isn’t a rebrand. It’s a renaming of something Dr. B. Lal Clinical Laboratory has already been delivering since day one — accurate, verified, doctor-grade diagnostic testing that patients and physicians alike have relied on for over three decades.

“A five-year-old startup can promise fast results. It cannot promise 35 years of getting it right,” said a company spokesperson. “Sach Ki Lab is simply us naming what we’ve always stood for.”

The institutional identity remains fully intact — Dr. B. Lal Clinical Laboratory | Serves Best, Serves All continues to anchor every official document, regulatory filing, and doctor-facing communication. Sach Ki Lab becomes the brand’s new consumer-facing voice, appearing across advertising, the mobile app, social media, and collection centers nationwide.

Dr. B. Lal Clinical Laboratory SACH KI LAB- Watch Now

Backed by Proof, Not Just a Promise

The “truth” claim isn’t left to marketing alone. It’s backed by 151 quality checkpoints across the lab’s testing process, refined over 35 years of clinical operations. The brand’s loyalty program, Suraksha Club, priced at ₹249, extends the same philosophy under the line Sach Sabke Liye (Truth for everyone) — positioning it as an investment in an ongoing health relationship, not a one-time test.

What This Means If You’re Choosing a Lab Today

If you’ve ever hesitated between a cheaper diagnostic app and a more established lab, Sach Ki Lab is Dr. B. Lal’s direct answer to that hesitation: pay for the process behind the report, not just the report itself. In a market flooded with sameness, the brand is betting that credibility — the one thing that truly can’t be manufactured overnight — will win.

Book a preventive health checkup or explore Sach Ki Lab at www.blallab.com

An AI App Reached 2 Million Users at $0.02. Its AI App Growth Marketer Says Most of the Work Was Boring

An AI App Reached 2 Million Users at $0.02. Its AI App Growth Marketer Says Most of the Work Was Boring

New Delhi [India], September 10: For AI startups, building the product is often easier than building distribution. Founders spend months developing something strong, then find that getting the first 10,000 users is nothing like getting the next million.

Ar.Bhavesh Panse is an AI app growth marketer and GTM operator who works hands-on with consumer AI and SaaS startups across the US, Europe and India. While working with AI consumer app startup ZuAI, he helped scale the product from roughly 10,000 users to 2 million at a reported $0.02 blended customer acquisition cost.

He currently manages around $300,000 a month in advertising spend, tests over 150 creatives a month, and brings more than six years in app growth marketing and GTM. He has published his growth playbooks and 20 free calculators publicly, and offers founders a free growth breakdown.

Every founder reaches the same questions before scaling spend.

Which channel will actually work?

What should a user cost before the economics stop making sense?

And how do you separate a real growth engine from one campaign that got lucky? Ar.Bhavesh Panse built his method around answering those with data, not instinct.

Four Lessons Founders Can Apply

Do not scale before you know what works. A channel that produces ten customers is an experiment. One that produces them repeatedly inside a predictable CAC range is a growth engine.

Optimise for learning speed, not just growth. Test more hypotheses before committing real budget to one. Creative production is a learning system, not a one-off advertising exercise.

Treat communities as research, not only promotion. Find where customers already discuss their problems. Those conversations improve landing pages, ads and positioning faster than guesswork.

Scale winners, not channels. Every channel must earn the right to more budget. Start small, define the metric that decides success, kill what fails, build on what works. Capital should follow evidence.

Meet the Operator Behind the Numbers

Ar.Bhavesh Panse qualified as an architect and transformed his practice to design, product and AI app growth marketing. Architecture left him with a lesson that still shapes the work: a great plan is worth nothing if nobody can execute it. The four beats he runs in every engagement come from studio practice. Analyze. Execute. Iterate. Repeat.

His first zero-to-one experience came in 2020 at Neuphony, the EEG neurofeedback wearable featured on Shark Tank India, where he worked on design, social media, content and organic user acquisition. Building demand for a product nobody had heard of shaped how he approaches growth today.

Rather than consulting from a distance, he works as an embedded operator inside a small number of US startups, across GTM, creative testing, UGC, Reddit community growth and paid acquisition.

What Actually Produced a $0.02 CAC

The ZuAI growth was not one viral campaign. It came from combining creative experimentation, TikTok UGC, Reddit and performance marketing into a repeatable system, then running it patiently.

Testing volume did most of the work. More than 150 creatives a month across UGC, short-form video, founder-led content and performance ads, with the goal of finding patterns rather than 150 separate ideas. A winning creative reveals which problem resonates and which hook earns attention, and the team builds variations from there.

Community research did the rest. Alongside paid channels, Ar.Bhavesh experimented heavily with Reddit, working through more than 40 accounts while developing a safe approach. Paid advertising tells you what converts. Communities tell you why people care, and hand you the exact language customers use.

Free Growth Playbooks and Calculators

Ar.Bhavesh publishes his growth playbooks openly, covering Reddit, UGC and paid acquisition. He has also released 20 free calculators covering acquisition cost, lifetime value, payback period, runway, retention and creative testing budgets. They run in the browser with no email form in front of them.

One tool is built to tell founders not to hire a growth marketer yet, including him, when retention has not been measured.

Book a Free Growth Breakdown

For founders who want a closer look, Ar.Bhavesh offers a free breakdown of the funnel, acquisition economics and creative performance, and what he would prioritise first.

The message is simple. Do not just spend more. Learn faster, scale what works, and let the numbers decide where the next dollar goes.

About Ar.Bhavesh Panse

Ar.Bhavesh Panse is an AI app growth marketer and GTM operator working with consumer AI and SaaS startups from seed to Series B. An architect by training, he works as an embedded operator rather than running an agency, and works in San Jose, EST Time zone.

Website: https://www.arbhaveshpanse.com

Growth playbooks: https://www.arbhaveshpanse.com/playbooks

Book a free growth breakdown: https://www.arbhaveshpanse.com/contact

Free growth calculators: https://www.arbhaveshpanse.com/tools

LinkedIn: https://www.linkedin.com/in/arbhavesh/

Instagram: https://www.instagram.com/arbhaveshpro

X: https://x.com/arbhaveshpro

YouTube: https://www.youtube.com/@arbhaveshpro

Admissions Open 2026 – 2027: IIMT Rohtak Offers Affordable Professional Education with AI-Integrated Learning

Admissions Open 2026 – 2027: IIMT Rohtak Offers Affordable Professional Education with AI-Integrated Learning

Rohtak (Haryana) [India], September 10: As Artificial Intelligence (AI), digital technologies and data-driven decision-making continue to reshape industries, the expectations from higher education are evolving rapidly. Students today are looking for institutions that not only offer academic qualifications but also prepare them with practical skills, industry exposure and future-ready competencies. Responding to these changing educational needs, IIMT Rohtak – Indraprastha Institute Of Management & Technology has announced the commencement of Admissions 2026 for its MBA, BBA and BCA programmes, introducing an academic approach that combines affordability with AI-integrated learning and industry-oriented education.

According to the institute, the programmes are designed to help students build strong academic foundations while developing practical knowledge in emerging technologies, business practices and digital skills that are increasingly valued across industries.

Responding to the Changing Needs of Higher Education

The demand for professionals who understand Artificial Intelligence, Digital Marketing, data-driven decision-making and business innovation continues to grow across sectors. Employers are increasingly seeking graduates who can adapt to technological changes, communicate effectively and solve real-world challenges.

Recognising these evolving expectations, IIMT Rohtak has integrated AI concepts, Digital Marketing awareness and practical industry exposure into its learning ecosystem. The institute says its objective is to bridge the gap between traditional classroom education and the dynamic requirements of today’s professional environment.

Admission is open for the MBA course for the 2026 – 27 academic session. Along with MBA, admissions are also open for BBA and BCA programmes, offering career-oriented learning opportunities for aspiring students.

Affordable Education with a Future-Ready Curriculum

For many students and parents, affordability remains an important consideration while choosing a college. At the same time, they also expect quality education, experienced faculty and opportunities for professional growth.

According to IIMT Rohtak, the institute aims to make professional education accessible without compromising academic quality. The curriculum is structured to balance theoretical understanding with practical application, enabling students to develop analytical thinking, communication skills and professional confidence.

The institute states that its academic approach encourages students to become adaptable learners who are prepared for changing workplace expectations rather than simply completing degree requirements.

Have Questions About Your Course or Career? Let’s Talk.

Speak with our admissions counsellors for personalised guidance on MBA, BBA and BCA admissions.

Call us or WhatsApp: +91 9899626321

AI and Digital Marketing Become Part of the Learning Experience

Artificial Intelligence is no longer limited to technology companies. Businesses across finance, healthcare, retail, manufacturing, education and marketing are increasingly integrating AI into their daily operations. As digital transformation accelerates, knowledge of AI and digital tools is becoming an important advantage for graduates entering the workforce.

Keeping these developments in mind, IIMT Rohtak has incorporated AI-integrated learning into its educational framework. Students are introduced to AI concepts, digital tools and technology-driven business practices that complement their academic studies.

The institute also integrates Digital Marketing into learning, helping students understand areas such as digital branding, social media strategies, search engine optimization (SEO), online consumer engagement and evolving marketing trends. In addition, students gain exposure to Data Science concepts that support analytical thinking and informed decision-making.

According to the institute, this multidisciplinary approach aims to help students understand how emerging technologies are influencing modern businesses and professional careers.

Industry Exposure Beyond the Classroom

Academic learning becomes more meaningful when students experience how industries function in real-world environments.

To support this objective, IIMT Rohtak regularly organizes industrial visits, expert sessions, seminars, workshops and guest lectures that provide students with opportunities to interact with professionals from different sectors. These activities are intended to complement classroom learning by exposing students to practical business processes, workplace expectations and current industry practices.

The institute believes that such initiatives help students connect academic concepts with practical applications while strengthening their confidence and professional readiness.

Focus on Holistic Student Development

Beyond academics, IIMT Rohtak places emphasis on overall personality development. The institute conducts activities focused on communication skills, presentation techniques, teamwork, leadership development and career guidance to support students in their professional journey.

Faculty members encourage interactive learning through case studies, discussions, presentations and project-based assignments that help students improve critical thinking and problem-solving abilities.

According to the institute, this balanced approach aims to prepare graduates who possess both technical knowledge and interpersonal skills required in today’s competitive employment landscape.

Learning Support Centre of Jamia Millia Islamia

In addition to its regular academic programmes, IIMT Rohtak also serves as a Learning Support Centre of Jamia Millia Islamia, New Delhi.

Through this academic association, the institute facilitates access to undergraduate, postgraduate, diploma and certificate programmes, providing additional learning opportunities for students as well as working professionals seeking to enhance their qualifications.

The institute says this initiative reflects its commitment to promoting accessible, flexible and lifelong learning opportunities for diverse learner groups.

Building Student Trust Through Academic Excellence

Choosing a higher education institution is one of the most significant decisions for students and their families. Beyond infrastructure and curriculum, factors such as experienced faculty, supportive learning environments, practical exposure and career guidance often influence that decision.

According to IIMT Rohtak, its focus remains on creating a student-centric academic ecosystem where learners receive continuous mentoring, academic support and opportunities to develop professionally. The institute states that its emphasis on affordability, practical education and emerging technologies reflects its long-term commitment to helping students prepare for meaningful careers.

Not Sure Which Programme Is Right for You? We’re Here to Help.

Get personalised guidance on eligibility, courses, admissions and career opportunities.

WhatsApp or call our counsellor: +91 9899626321

 

Chairman’s Message

“Education must evolve alongside the industries it serves. At IIMT Rohtak, we believe students should graduate with knowledge, confidence and the ability to adapt to technological change. By integrating Artificial Intelligence, Digital Marketing, practical industry exposure and skill-based learning into our academic framework, we aim to prepare students for future opportunities while ensuring that quality professional education remains accessible and affordable. Our commitment is to nurture responsible professionals who contribute positively to society and continue learning throughout their careers.”

Admissions 2026 – 2027 Now Open

Applications for MBA, BBA and BCA Admissions 2026 are currently open at IIMT Rohtak.

Prospective students and parents interested in learning more about programme details, eligibility criteria and the admission process can visit the institute’s official website for additional information.

As industries continue to evolve through Artificial Intelligence, digital innovation and data-driven technologies, educational institutions that combine academic learning with practical exposure are becoming increasingly relevant. Through its focus on affordability, AI-integrated learning, Digital Marketing education and industry-oriented teaching, IIMT Rohtak aims to equip students with the knowledge and skills needed for the careers of tomorrow.

About IIMT Rohtak – www.iimtrohtak.com

IIMT Rohtak is a higher education institution offering professional programmes in management and computer applications with a focus on affordable, career-oriented education. The institute integrates AI-enabled learning, Digital Marketing awareness, practical industry exposure and skill development into its academic framework. It also serves as a Learning Support Centre of Jamia Millia Islamia, New Delhi, facilitating undergraduate, postgraduate, diploma and certificate programmes.

Ready to Take the Next Step Toward Your Future?

Connect with IIMT Rohtak’s admissions team for course and career guidance.

Call |  WhatsApp: +91 9899626321

Visit the Official Website: https://www.iimtrohtak.com/

Follow us on Facebook:  https://www.facebook.com/iimtrohtak

Follow us on Instagram: https://www.instagram.com/iimtrohtak

Connect with us on WhatsApp: +91 9899626321, +91 9899626333

IIMT Rohtak Location: https://share.google/qU6wuruhKTyunfk3I

Frequently Asked Questions

Q1. Which programmes are open for Admissions 2026 at IIMT Rohtak?

Admissions are open for MBA, BBA and BCA programmes. The institute also facilitates undergraduate, postgraduate, diploma and certificate programmes through its Learning Support Centre of Jamia Millia Islamia.

Q2. How does IIMT Rohtak integrate AI into education?

According to the institute, AI concepts, digital tools and technology-oriented learning are incorporated into the academic experience to help students understand emerging industry practices.

Q3. Does the institute provide industry exposure?

Yes. The institute states that students participate in industrial visits, workshops, seminars and guest lectures designed to complement classroom learning with practical insights.

Q4. Why is affordability a focus at IIMT Rohtak?

According to the institute, it aims to make quality professional education accessible while maintaining an emphasis on practical learning, experienced faculty and student development.

Q5. Where can students apply for Admissions 2026?

Students can obtain programme details and submit admission enquiries through the official website: www.iimtrohtak.com.