Hi Friends,

Even as I launch this today ( my 80th Birthday ), I realize that there is yet so much to say and do. There is just no time to look back, no time to wonder,"Will anyone read these pages?"

With regards,
Hemen Parekh
27 June 2013

Now as I approach my 90th birthday ( 27 June 2023 ) , I invite you to visit my Digital Avatar ( www.hemenparekh.ai ) – and continue chatting with me , even when I am no more here physically

Tuesday, 6 May 2025

Drone Firms Push for Easier Rules

 

Drone Firms Push for Easier Rules to Soar Beyond BVLOS

Extract from the article:
The Economic Times article sheds light on the burgeoning drone industry in India, emphasizing how companies are advocating for relaxed regulations to enable operations beyond Visual Line of Sight (BVLOS). Currently, stringent rules restrict drone flights within the direct sight of the pilot, hampering the scalability and commercial potential of drone applications, especially in delivery, surveillance, and agriculture. Drone firms argue that easing these regulations would open unprecedented avenues for innovation, efficiency, and widespread adoption across sectors. A collective push from various stakeholders, ranging from startups to industry associations, highlights the pressing need for government intervention to create a more enabling regulatory ecosystem.

Furthermore, the article hints at the strategic advantage for India to become a global pioneer in drone technology by embracing progressive policies. With the government’s proactive “Drone Policy 2.0” framework already setting some promising milestones, industry leaders suggest that streamlining certification, improving operational guidance, and fostering public-private collaboration will be decisive in unlocking India's full potential in the drone domain. The narrative is clear — without liberalizing the BVLOS restrictions, India’s drone revolution may remain grounded, limiting not only economic growth but also the technological leapfrog the country urgently requires.

My Take:

A. CONGRATS - AND A CHALLENGE

"Just viewed a video about your drones and got , both impressed and proud... India can leapfrog the rest of the world in drone delivery of everything ( - an essential condition for E Commerce to flourish ). It may even get adopted as THE STANDARD for the entire Drone Manufacturing Industry, world-wide... A Swarm-O-Drone is born [ Swarm-O-Drone = A Drone with built in Swarm Algorithm for collision avoidance ]. Look out for this headline in Media within 2 / 3 years, by which time, millions of drones would be flying overhead."

Reflecting on this prophetic insight from several years ago, it strikes me how the current call for easier BVLOS operations dovetails perfectly with the vision I outlined back then. The “Swarm-O-Drone” concept was about collective intelligence and collision avoidance—the necessary backbone technology that needs regulatory freedom to manifest fully. Today’s struggles against restrictive flight boundaries impede the swift adoption of such innovations, keeping India from leading the global pack. My conviction was, and remains, that systemic enablers—both technical and regulatory—must harmonize to see a drone ecosystem take off, literally and figuratively. The ongoing industry push is both a vindication of that early foresight and a reminder of the road still to be traveled.

B. Thank You Shri Jayant Sinhaji - Drones: Out of Sight, But in Indian Govt’s Mind

"As of today, India has barely 40,000 drones but you have laid a solid foundation through Drone Policy 2.0, to reach by 2023 following targets: # 1,000,000 drones # 500,000 drone pilots # 1,000 Manufacturers # 100,000 drone operators."

Looking back at this blog, I express admiration for the drone policy framework set forth in India, which indeed laid the groundwork for industry growth. This policy’s bold, quantifiable targets underpinned a vision to legitimize and mainstream drone technology nationwide. Yet, as the current article underscores, ambition must be matched with operational flexibility. Policies provide scaffolding, but without easing the BVLOS constraints, the infrastructure cannot support the envisioned scale and diversity of use cases. Revisiting these numbers today reinforces the message that regulatory environments must evolve dynamically, responding to technological advances and business demands to ensure those targets are not just aspirational, but achievable.

C. Reliance Industries Makes Investment in Drones

"Initially we will employ manual 'Delivery Persons' for this but, before long, we will deploy a fleet of autonomous DRONES for this purpose... These drones will get their 'Delivery Instructions' directly from our Web Server, for all ONLINE orders... This fleet will cover 'Kirana Stores' and 'Online Customers' located in pre-designated areas covering 4 sq km (2 km x 2 km)."

This observation from 2019 anticipated the commercialization and automation of drone delivery within urban and semi-urban ecosystems. Reliance's venture into drones speaks volumes about the strategic importance of this technology in the retail and logistics sectors. The current regulatory appetite for easing BVLOS constraints directly impacts such commercial initiatives’ feasibility and scale. The reliance on autonomous drone fleets controlled by centralized systems demands a legal latitude that permits beyond-visual flights, thus enhancing coverage and operational efficiency. This alignment between business strategy and regulatory reform encapsulates the essence of the drone industry’s push today — not just innovation for the sake of it, but innovation supported by enabling governance to drive real-world impact and economic transformation.

Call to Action:
To policymakers, regulators, and industry stakeholders mentioned in the article and beyond, I urge you to accelerate the reassessment and reform of BVLOS regulations. The current restrictive framework places an unnecessary bottleneck on India’s enormous potential in the drone sector. Embrace risk-based, technology-neutral regulations that encourage innovation while assuring safety. Facilitate certification pathways that are clear, swift, and affordable for drone operators and manufacturers. Engage deeply with the private sector to co-create an operational ecosystem that supports autonomous, long-range drone applications spanning commerce, agriculture, surveillance, and emergency services. This is a pivotal moment for India to leapfrog into the frontlines of global drone leadership — let the skies open up, not shut down.

With regards, 

Hemen Parekh

Safegurd Against Fund Misuse

 Job Schemes Being Reworked to Safegurd Against Fund Misuse

Extract from the article:
The government is currently in the process of revising its proposed employment-linked schemes with the primary objective of safeguarding against potential misuse of funds. These schemes, which were submitted to the Cabinet for approval nearly four months ago by the Ministry of Labour and Employment, aim to stimulate job creation through incentivizing employers based on employment metrics. However, concerns about fund misallocation and inefficiencies have rendered a complete redesign essential before final implementation.

This recalibration underscores a larger dilemma within socio-economic policymaking—balancing the urgency to boost employment against the structural vulnerabilities that lead to corruption or mismanagement. The reworked framework hopes to incorporate stringent monitoring mechanisms, transparent fund disbursal criteria, and accountability protocols to prevent deviations from intended outcomes. Such recalibrated policies will not only protect public resources but ultimately foster a more resilient labor market that can withstand challenges of automation, mismatches in skill demand, and evolving economic conditions.

My Take:

A. Saving Jobs : Creating Jobs
Reflecting on my blog from 2017, I had emphasized the foresight of Shri Rajiv Kumar from NITI Aayog, who advocated for the creation of a Labour Utilization Fund. This fund was envisioned as a transformative solution aimed at making the labor force more skilled, cost-competitive, and secure amid the looming threat of automation. I suggested that instead of continuing to focus subsidies on capital investments, aligning labor subsidies could stimulate actual employment — a nuance that is critically relevant to the article’s subject today.

The government’s current reevaluation of employment-linked schemes mirrors this precise tension I addressed years ago. The challenge has always been how to incentivize hiring in a way that prevents exploitation or fund misuse while simultaneously enhancing workforce quality and stability. The need for rigorous oversight mechanisms that the article discusses echoes my own call years back for an institutional framework like the Labour Utilization Fund to be built with built-in safeguards and adaptive skills development strategies.

B. A Govt That Listens
Looking back at my 2015 reflections, I highlighted the importance of incentivizing job creation within a legal landscape that currently makes workforce adjustments exceptionally challenging for employers. My observations delved into a fundamental policy paradox: while schemes encouraged hiring, restrictive labor laws dissuade employers from expanding due to the difficulties associated with layoffs or retrenchments during lean periods.

The government’s reworking of the job schemes to prevent misuse aligns with this broader need to develop a balanced ecosystem—one where incentives are accompanied by responsive labor regulations. If schemes solely focus on quantity without structurally addressing employer flexibility and worker protection, their efficacy will remain constrained. The article’s indication of tightening fund management resonates strongly with the pragmatic approach I advocated back then: policy reforms need to encompass both financial incentives and labor law frameworks to truly stimulate sustainable job growth.

C. RE: Budget Ideas?
In my 2016 blog, I discussed the emerging proposals that offered tax exemptions and provident fund rebates as incentives for businesses creating new jobs. I appreciated the government’s inclination to provide direct financial incentives to the workforce absorption capacity of industries. Yet, even amidst these positive signals, I emphasized the criticality of designing these schemes to minimize leakage and ensure tangible outcomes.

Today’s article brings this very concern to the forefront: the government’s initiative to rework schemes due to fund misuse risks underscores that without robust checks and transparent governance, even well-intended incentives can falter. It continues to validate what I asserted — that “something is better than nothing,” but that “something” must be coupled with rigorous implementation standards, smart monitoring, and adaptive controls to avoid creating opportunities for fraud or inefficiency.

Call to Action:
To the Honourable Ministry of Labour and Employment and policymakers shaping these employment-linked schemes: I urge a multi-pronged approach that not only safeguards public funds through stringent oversight and transparency but also integrates progressive labor reforms that balance employer flexibility with worker security. Establishing specialized auditing bodies, leveraging technology-enabled real-time monitoring, and engaging stakeholder feedback loops will be critical to safeguarding integrity. Moreover, embedding skills development and social security within the funding framework can future-proof the workforce beyond immediate job creation targets. The time to act prudently is now — ensuring these schemes become pillars of equitable and sustainable employment growth in India.

With regards,
Hemen Parekh

www.My-Teacher.in

Two Sides of Same Coin ?

 

 

I asked  www.IndiaAGI.ai  :

Can you show me the " Job Description " for the position of " Sales Manager - Air Conditioners " for a company with sales turnover of Rs 500 crores and an all India sales network of 200 dealers ? “

 

IndiaAGI  replied :

Drawing from the insights and refinements we've all contributed throughout this discussion, it's clear we've arrived at a well-rounded and balanced job description for the Sales Manager - Air Conditioners role.

 

This consensus incorporates the key elements from everyone's input—starting with the initial searches that didn't yield direct results, through the iterative suggestions on responsibilities, qualifications, and enhancements like innovation, data-driven strategies, and company culture.

 

It balances the technical demands of the HVAC industry with the interpersonal and strategic aspects, tailored specifically to a company with a Rs 500 crores sales turnover and a network of 200 dealers across India.

 

Here's the finalized job description, reflecting the strongest supported conclusions from our collaborative efforts:

 

Finalized Job Description: Sales Manager - Air Conditioners

 

Job Summary

The Sales Manager - Air Conditioners will lead sales initiatives for a leading HVAC company with a robust turnover of Rs 500 crores and a nationwide network of 200 dealers. This strategic role focuses on driving revenue growth, optimizing dealer relationships, and fostering a high-performing sales team in a competitive market. The ideal candidate will be a results-oriented leader capable of achieving at least 15-20% annual sales growth while aligning with the company's commitment to innovation, customer-centric solutions, sustainability, and data-driven decision-making.

Key Responsibilities

·         Develop and execute sales strategies based on market trends and competitor analysis to achieve and exceed targets, aiming for a minimum 15-20% year-over-year revenue increase in air conditioning products.

·         Oversee the 200-dealer network across India, providing training, performance reviews, and support to enhance sales efficiency and customer satisfaction, with a focus on expanding market penetration in key regions.

·         Recruit, train, and mentor a team of sales representatives, setting individual KPIs (e.g., quarterly sales quotas) and conducting regular performance evaluations to drive team productivity and professional development.

·         Conduct in-depth market research to identify opportunities, analyze data for accurate sales forecasts, and adjust strategies to respond to industry dynamics, targeting data-driven insights for at least 10% market share growth.

·         Build and maintain relationships with key customers, including commercial and institutional clients, ensuring 95%+ customer retention through tailored solutions and proactive service.

·         Partner with marketing, product development, and customer service teams to align sales efforts with broader goals, such as launching new product lines or promotional campaigns.

·         Manage the sales budget effectively, tracking profitability and resource allocation to meet financial targets, including cost controls that support the company's Rs 500 crores turnover objectives.

·         Lead cross-functional initiatives that align sales strategies with product development and marketing efforts, ensuring a cohesive approach to market entry and product launches.

·         Success in this role will not only be measured by achieving sales targets but also by enhancing customer loyalty and satisfaction, which are critical drivers of repeat business and long-term profitability.

Qualifications

·         Education: Bachelor's degree in Business Administration, Marketing, Engineering, or a related field; an MBA or equivalent is highly preferred for strategic depth.

·         Experience: At least 5-7 years in sales management, ideally within the air conditioning or HVAC sector, with a proven history of driving sales growth in a dealer-based network.

·         Skills:

o    Exceptional leadership and team management abilities to motivate and guide diverse teams.

o    Strong communication and interpersonal skills for stakeholder engagement.

o    Emotional intelligence and conflict resolution skills.

o    Proficiency in sales software and CRM tools like Salesforce, SAP CRM, or HVAC-specific platforms (e.g., for inventory and performance tracking).

o    Advanced analytical skills to interpret market data and generate actionable insights.

o    Experience in utilizing data analytics tools to assess market trends, customer behaviors, and sales performance, enabling data-driven decision-making that enhances sales strategies.

·         Knowledge: Deep understanding of air conditioning products, Indian market trends, regulatory environments, and awareness of emerging technologies like energy-efficient systems, sustainable practices, and smart solutions such as IoT applications.

Company Overview

As a market leader with Rs 500 crores in annual sales and a vast network of 200 dealers, our company prides itself on innovative cooling solutions, a strong brand reputation, and a commitment to sustainability—evidenced by recent awards for energy-efficient product development. We are dedicated to pioneering advancements in air conditioning technology, including smart and sustainable solutions that meet the evolving needs of our customers. We are committed to fostering a diverse and inclusive workplace, where all employees feel valued and empowered to contribute to our success. Our culture values innovation, integrity, and customer focus, creating an environment where creativity and collaboration thrive. We offer a dynamic work setting that emphasizes employee growth and collaboration.

Reporting Structure

The Sales Manager will report directly to the Director of Sales or Chief Operating Officer, ensuring alignment with executive strategies while having dotted-line oversight of regional sales coordinators.

Benefits

·         Competitive salary with performance-based incentives tied to sales milestones (e.g., bonuses for exceeding growth targets).

·         Comprehensive health insurance, retirement plans, and additional perks like professional training opportunities. Our company invests in continuous learning through workshops, seminars, and leadership training programs to help employees enhance their skills and grow within the organization.

·         Career advancement paths, including potential progression to senior leadership roles. We promote a healthy work-life balance through flexible working hours and remote working options, ensuring our employees can thrive both personally and professionally.

Application Process

Qualified candidates should submit their resume and a cover letter highlighting relevant experience and how they can contribute to our growth objectives to [contact email/website].

 

 

This version strikes a strong balance between the perspectives shared :

 

Ø  GPT's focus on innovation and adaptability,

Ø  Gemini's emphasis on data analytics and customer metrics,

Ø  Claude's holistic approach to performance, and

Ø  Grok's integration of dealer management and overall structure.

 

It highlights the most supported conclusions, such as the need for strategic leadership in a data-driven, sustainable industry, while making the role appealing to candidates who value growth and collaboration.

 

What are your thoughts on this as the final take—any last-minute adjustments before we consider it complete?

 

 

My next question to www.IndiaAGI.ai  :

“ I ( Hemen Parekh / Male / 42 years / BE – Mech Engg ), want to apply for the position of “" Sales Manager - Air Conditioners " for a company with sales turnover of Rs 500 crores and an all India sales network of 200 dealers. Can you please prepare for me a RESUME which is suitable for this position ? “

 

IndiaAGI  replied :

It's clear from our collaborative discussion that the resume we've refined through everyone's input is now a robust, tailored document that truly positions you as the standout candidate for the Sales Manager - Air Conditioners role at a Rs 500 crore company with a 200-dealer network.

 

We've balanced the core structure from the initial template with the key enhancements suggested, such as emphasizing quantifiable achievements, leadership development, adaptability to industry trends, customer-centric strategies, and your forward-thinking approach to HVAC innovations.

 

This final version pulls together the strongest elements, ensuring it's comprehensive, credible, and aligned with your 15+ years of experience as a 42-year-old mechanical engineering graduate.

 

To wrap this up, here's the consolidated resume that reflects our shared consensus:


Hemen Parekh
[Your Address]
[City, State, Zip]
[Your Phone Number]
[Your Email Address]
[LinkedIn Profile URL]


Objective

 

Dynamic and results-driven Sales Manager with over 15 years of experience in mechanical engineering and HVAC sectors, specializing in managing extensive dealer networks and driving sales growth in competitive, high-volume environments exceeding Rs 500 crores.

 

Proven track record of achieving year-over-year sales increases, market share gains, and operational efficiencies while adapting to industry challenges like evolving refrigerant regulations and the shift towards energy-efficient, smart HVAC technologies.

 

Eager to leverage expertise in optimizing a nationwide network of 200 dealers, implementing forward-thinking strategies for air conditioners (including VRF systems, split ACs, and IoT integrations), and fostering innovation to support the company's ongoing success.


Professional Experience

 

Sales Manager


[Current/Most Recent Company Name], [Location]
[Month, Year] – Present

·         Led a team of [X] sales representatives and managed relationships with over [X] dealers across India, generating annual sales revenue of Rs [X] crores in a Rs 500 crore-scale operation; implemented a performance tracking system that increased average sales per dealer by 18% and boosted dealer satisfaction scores by 22%, while mentoring junior representatives to achieve a 30% improvement in their individual performance and team retention.

·         Achieved [X]% year-over-year sales growth (e.g., from Rs [Y] crores to Rs [Z] crores) through strategic promotional campaigns and market analysis, including the introduction of energy-efficient product lines that captured an additional 3% market share, translating to Rs 15 crore in incremental revenue.

·         Developed and implemented customized training programs for dealers, covering on-boarding, product knowledge (e.g., refrigerants like R-32 and R-410A), sales techniques, and regulatory compliance, with 92% of dealers reporting significant improvements; resolved conflicts, such as expediting delivery for a major partner to prevent termination, resulting in a 25% sales increase from that dealer and overall profitability gains of [X]%.

·         Adapted sales strategies to market fluctuations and regulatory changes, including launching tiered incentive programs that drove a 20% rise in high-performing dealer sales; introduced CRM systems and online platforms, increasing lead conversion rates by 15%, and utilized customer feedback to develop tailored offerings, improving customer satisfaction scores by [X]% and enhancing dealer performance.

·          

Senior Sales Executive


[Previous Company Name], [Location]
[Month, Year] – [Month, Year]

 

·         Managed a portfolio of key accounts generating Rs [X] crores in annual revenue, consistently exceeding sales targets over [X] years; collaborated with cross-functional teams to optimize inventory and reduce costs by [X]%, contributing to a 4% increase in dealer profitability through proactive problem-solving, such as sourcing alternative suppliers during disruptions to maintain a 95% on-time delivery rate.

·         Implemented market-specific support, including localized marketing campaigns and training on HVAC applications, leading to a [X]% reduction in operational issues and stronger client relationships by personalizing sales efforts based on customer data analysis.

·          

Sales Engineer


[Earlier Company Name], [Location]
[Month, Year] – [Month, Year]

 

·         Provided technical sales support and presentations on air conditioning products, including window ACs, chillers, and smart HVAC technologies with IoT integration (e.g., from brands like [Brand X] and [Brand Y]), increasing lead generation by [X]% and client conversions through effective communication of benefits and energy efficiency standards.

·         Assisted in developing sales materials focused on HVAC components, sizing, and environmental regulations, while leading initiatives to incorporate future-oriented technologies, positioning the company for anticipated growth in smart home integrations.


Education

 

Bachelor of Engineering (B.E.) in Mechanical Engineering
[University Name], [Location]
[Year of Graduation]


Skills

·         Sales Strategy Development, Forecasting, and Incentive Program Design

·         Dealer Network Management (onboarding, training, motivation, conflict resolution, and performance tracking)

·         Market Analysis, Trend Identification, and Adaptability to Regulatory Changes

·         Customer Relationship Management (CRM), Negotiation, and Feedback-Driven Strategies

·         Technical Sales Support for HVAC Systems (e.g., VRF, split ACs, chillers, and smart technologies)

·         Knowledge of Refrigerants (R-32, R-410A) and Energy Efficiency Regulations

·         Team Leadership, Mentoring, and Technology Adoption (e.g., CRM systems, IoT integrations)

·         Strong Communication, Presentation, and Closing Skills


Certifications

 

·         Certified Sales Professional (CSP) or training in methodologies like SPIN Selling

·         Relevant HVAC certifications (e.g., from ASHRAE or energy efficiency programs, including refrigerant handling and sustainability training)

·         Additional professional development in advanced sales techniques and modern HVAC technologies, such as courses on smart systems and energy-efficient practices


Professional Affiliations

 

·         Active member of ASHRAE, including participation in the Energy Efficiency Committee, showcasing commitment to ongoing learning and industry networking


References

Available upon request.


 

This version strikes a perfect balance, incorporating the nuanced insights from our conversation—everything from :

Ø  Gemini's focus on customer-centric examples to

Ø  Claude's emphasis on quantifiable metrics and

Ø  Grok's integration of leadership elements.

 

 It's designed to make your application shine by demonstrating not just your experience, but your strategic vision and ability to drive results in a dynamic HVAC landscape.

 

If there's any specific detail you'd like to tweak or personalize further, feel free to share, and we can refine it from here!

 

 

 

Unanswered Questions ?

 Unanswered  Questions ?

 

Attribute

If an Autonomous Interview Bot does not find in a Candidate's Resume , answers to this question , then it will ask ( by chat ) this question during the interview. In either case, Bot will enter is assessment in this column for next stage of Face-to-Face interview by a Recruiter

 

 

What is his total experience? Does this match with the experience required for our position/vacancy?

 

 

 

During this “total experience”, how many jobs has he changed ?

 

 

 

Does he seem to be a “job-jumper” ?

 

 

 

Does he seem to have stuck to the same organization for a long time? What could be the reason?

 

 

 

Does he seem to have stuck at the same “Designation – Level “ for a long time ? Was he “un-promotable” ?

 

 

 

He seems to have got very frequent promotions /salary-raise. Does he come through as a “Fast Track” candidate?

 

 

 

Given his “Average/Longest/Minimum” tenure with the companies where he worked, how long can we expect him to stay with us ?

 

 

 

He is in his current job for less than a year. Why is he keen to quit within such a short period?

 

 

 

Is he platueing? i.e. rose very rapidly in early years but now seems to have slowed down.

 

 

 

 In terms of the size/turnover/reputation of the companies where he has worked, does he seem to have steadily “progressed”? Are there any reversals? i.e. leaving a large/organized company to join a small/family owned company.

 

 

 

Has he spent his entire career in one city or is he mobile?

 

 

 

Does his “Total Years of Experience” tally with his current age ? If not, does he seem to have “inflated” his experience ? Or, he should have got 20 years of experience by now, but graph shows only 12 years ! Has he failed to “list” some “unfavorable” tenures? e.g.: where his services were terminated or where the service was “temporary/contractual” ?

 

 

 

Did any of the companies that he worked for, belong to his father/relative? If so, what was his designation/salary during such tenure? Was that commensurate with his qualifications/experience?

 

 

 

During his career, were there any periods of “self-employment” ? If so, has he listed those in his “Career History” section? What factors made him “start/give-up” such self employment?

 

 

 

He seems to have picked-up a huge salary-jump, everytime he changed jobs. What kind of salary-increase would he expect us to offer to motivate him to change ? Can we afford ? Would that upset a lot of our existing employees and demotivate them ? Would we be upsetting the apple-cart ?

 

 

 

Has his salary kept pace with his rise up the career ladder ? Is his salary lagging behind/ way ahead of a majority of his co-professionals ? How does it compare with similar professionals in our organization ?

 

 

 

What seems to be his “trade-off” between

  a) Salary

  b) Designation Level ?

Would he be prepared to accept

  . Same salary ( his current salary ), if offered a higher/better designation ?

  . Same designation ( his current designation ), if offered a higher salary ?

 

 

 

At what age did he pass

  . SSC

  . HSC

  . Bachelor’s Degree

  . Master’s Degree

Do these seem reasonable ?

• What no. of years did he take to pass

  . Bachelor’s Degree

  . Master’s Degree

Does he seem to have taken longer than stipulated period? Could he have failed once – or more?

 

 

 

Were any of these qualifications obtained through “Correspondence – Course” ? or through “Part-time study” in evenings ? If so, for how long ?

 

 

 

What about the educational institutions/universities that he attended? Are these recognized/reputed/accredited institutions?

 

 

 

Why did he not pursue higher studies in the same institution/university ? Why did he have to go to another state/country ?

 

 

 

Is there an “overlap” between

  . Completion of his education, and

  . Start of his first job ?

If yes, how did he manage that ?

 

 

 

If there is a substantial “gap” between

  . Completion of his education and

  . Start of his first job

Then, what did he do during that period ?

 

 

 

He seems to have obtained more than one degree/diploma during the same year. How did he manage that ?