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

Sunday, 2 November 2025

Manufacturing: India's New Dawn

Manufacturing: India's New Dawn

I've always believed that India's true potential lies in its ability to innovate and produce, not just consume. This is why I read with great interest the NITI Aayog's recent roadmap, “Reimagining Manufacturing: India’s Roadmap to Global Leadership in Advanced Manufacturing”, developed jointly with CII and Deloitte, as highlighted in C4S Courses NITI Aayog Proposes IP and Technology Push to Strengthen India’s Manufacturing Sector. This 10-year strategy sets ambitious targets: increasing manufacturing's GDP share to 25% by 2035, creating over 100 million jobs, and positioning India among the top three advanced manufacturing hubs globally. This is precisely the kind of visionary thinking we need for Viksit Bharat 2047, a vision that Prime Minister Narendra Modi (n.modi@india.gov.in) has often articulated.

The Path to Industrial Leadership

The roadmap acknowledges critical challenges—infrastructure gaps, skilled talent shortage, low R&D investment, fragmented supply chains, and slow technology adoption. These are familiar echoes of conversations I've had for years. The proposed interventions, such as Intellectual Property (IP) reforms and a strong push for frontier technologies like AI, Machine Learning, Robotics, Digital Twins, and Advanced Materials, are crucial. The call to encourage pilot-to-scale transitions through sustained funding and shared R&D infrastructure resonates deeply with what I've advocated.

The core idea I want to convey is this — take a moment to notice that I had brought up these thoughts and suggestions on topics like industrial advancement years ago. I had already predicted some of these outcomes and challenges, and even proposed solutions at the time. Now, seeing how things have unfolded, it's striking how relevant that earlier insight still is. Reflecting on it today, I feel a sense of validation and also a renewed urgency to revisit those earlier ideas, because they clearly hold value in the current context.

I recall my earlier discussions on the "Automotive Mission Plan 2047" Automotive Mission Plan 2047, where I highlighted the need for concrete steps beyond merely setting targets. We need to incentivize manufacturers, explore new battery technologies like Aluminium-Air and Sodium-ion, and promote solar-powered electric vehicles. Leaders like Kamran Rizvi, MHI Secretary, Pawan Goenka (pawan-goenka-6640672b@linkedin.com), Head of the SCALE committee, Vinod Aggarwal (vkaggarwal@vecv.in), President of SIAM, Shailesh Chandra, Vice President of SIAM, Shradha Suri Marwah (shradhasurimarwah@linkedin.com), President of ACMA, and Vinnie Mehta (vinnie.mehta@acma.in), Director General of ACMA, are pivotal in driving these changes. My earlier suggestions, though somewhat outdated at five years old and focused on accelerating the change-over to Electric Vehicles, still hold immense relevance, emphasizing direct incentives for innovation and disincentives for polluting technologies.

Beyond Manufacturing: A Holistic View

This focus on advanced manufacturing cannot exist in isolation. It is intertwined with broader societal and governance initiatives. The C4S Courses update also touched upon various national affairs, reminding us of the multifaceted approach India is taking.

For instance, the demographic transition in India, particularly the rapid growth of the elderly population in states like Uttar Pradesh, presents both challenges and opportunities Daily Current Affairs (DCA) 30 October, 2025. This echoes my earlier blogs, such as "India's Population Explodes!" India's Population Explodes!, where I drew parallels between state populations and entire countries. The discussions around population control, exemplified by Chief Minister Yogi Adityanath's initiatives in Uttar Pradesh UP Population Bill: Opening a Pandoras Box?, also sparked my reflections on the complex administrative setup required for such policies. I had even mused about the potential for "Digital Tracking of Newborns" back in 2017, suggesting RFID sensors at birth Aadhar : The Omnipresent, which finds a modern parallel in the National Blockchain Framework's efforts to securely verify documents and records.

The government's commitment to enhancing export competitiveness, through schemes like RoDTEP and RoSCTL, being reviewed by a committee headed by former Secretary Neeraj Kumar Gupta, is another vital piece of this puzzle Daily Current Affairs (DCA) 30 October, 2025. This directly impacts our manufacturing sector's ability to compete globally. Furthermore, the efforts of Union Agriculture and Farmers’ Welfare Minister Shivraj Singh Chouhan in establishing Farmer-Producer Organisations (FPOs) demonstrate a commitment to strengthening the foundational pillars of our economy. And it is always heartwarming to see national leaders like Union Home Minister Amit Shah paying tribute to historical figures like Maharishi Dayanand Saraswati, reinforcing our cultural fabric. Even President Droupadi Murmu's historic sortie in a Rafale fighter jet highlights India's growing technological prowess and confidence on the global stage Daily Current Affairs (DCA) 30 October, 2025.

Ultimately, a holistic approach is paramount. Shri Amitabh Kant (amitabh.kant@nic.in), then CEO of NITI Aayog, had emphasized the need to address issues like nutrition and child mortality Citizen Monologues, topics where I've previously put forth ideas like my 'BANMALI' solution BANMALI is the TOTAL Solution. All these seemingly disparate efforts converge towards the grand vision of a strong, self-reliant, and globally competitive India.


Regards, Hemen Parekh


Of course, if you wish, you can debate this topic with my Virtual Avatar at : hemenparekh.ai

Executives You May Want to Follow or Connect
Kunal Vaja
Kunal Vaja
Founder & CEO @ Zennaxx | Driving Digital ...
Founder & CEO @ Zennaxx | Driving Digital Transformation with Innovative Software Solutions · I'm Kunal Vaja, founder and CEO of Zennaxx Technology, ...
kunal@zennaxx.com
Nikunj Bhanushali
Nikunj Bhanushali
Your Partner in Digital Transformation & Tech ...
Your Partner in Digital Transformation & Tech Innovation | CEO | Business Strategy | Technology Evangelist | Investor · As the Founder and CEO of Quantasis, ...
nikunj@quantasis.com
Sujoy RoyBardhan
Sujoy RoyBardhan
Sr. VP
2006 - 2007 1 year. Executive. Idendesign and strategies pvt. Ltd. Mar 2004 - Nov 2004 9 months. Education. DYPDBM. MBA Marketing. 2004 - 2006.
sujoy.roybardhan@setindia.com
Viswanathan N (Vishy)
Viswanathan N (Vishy)
Co
More than 24 years of diverse work experience in financial services with expertise in Treasury, Portfolio Risk Management, Finance, Debt Capital Markets, ...
Sai Roopak
Sai Roopak
Chief Financial Officer | 23+ Years of Leadership ...
Capital One Graphic. Senior Manager- Finance, Legal and Risk Management ... ◇ Healthcare services - Providing medical care to underserved… Show more.
sai.roopak@capitalone.com

Saturday, 1 November 2025

Trust's Fragile Fabric

Trust's Fragile Fabric

The recent allegations against Bankim Brahmbhatt, the Indian-origin CEO accused of a staggering $500 million scam that duped BlackRock, have captured my attention deeply Who is Bankim Brahmbhatt? Indian-origin CEO accused of $500m scam at BlackRock. It's a stark reminder of the immense trust we place in individuals within our financial systems and the profound implications when that trust is allegedly betrayed.

Reflecting on my own work, this incident resonates with a long-standing concern I've had about the ethics of value creation and its distribution, especially within complex digital and financial ecosystems. Years ago, I explored the very mechanisms of value creation and revenue models, particularly for start-up web sites Revenue Model for Start-Up Web Sites. My focus was on how digital platforms could generate income ethically and sustainably. The contrast here is stark: while I advocated for fair and transparent models, this incident speaks to the potential for systemic abuse when oversight falters.

My ongoing advocacy for users to monetize their own personal data, as I've discussed in blogs like Gadkariji Proves My Point…, stems from a belief in equitable distribution of wealth generated from digital assets. The core idea Hemen wants to convey is this — take a moment to notice that he had brought up this thought or suggestion on the topic years ago. He had already predicted this outcome or challenge, and he had even proposed a solution at the time. Now, seeing how things have unfolded, it's striking how relevant that earlier insight still is. Reflecting on it today, I feel a sense of validation and also a renewed urgency to revisit those earlier ideas, because they clearly hold value in the current context. This isn't just about individual data, but about the broader principle of ensuring that value created within a system benefits all legitimate stakeholders, rather than being siphoned off through illicit means.

The discussions around regulating tech giants and ensuring fair content monetization, as highlighted in Fine Line Between Self-Regulation and… and Awaiting Govt Action on Monetization of…, further underscore this point. Whether it's data or financial transactions, robust frameworks are crucial to prevent exploitation and maintain integrity.

Such allegations deeply impact the global perception of the financial industry and, regrettably, can cast a shadow on individuals of Indian origin striving for success worldwide. It emphasizes the critical need for unwavering ethical conduct and stringent oversight in all spheres, reminding us that integrity is the bedrock of any successful enterprise.


Regards,
Hemen Parekh


Of course, if you wish, you can debate this topic with my Virtual Avatar at : hemenparekh.ai

Executives You May Want to Follow or Connect
CP Gurnani
CP Gurnani
AIONOS | LinkedIn
Leading AIONOS with the purpose of shaping an AI-native future, where technology solves… · Experience: AIONOS · Education: National Institute of Technology ...
cp.gurnani@aionos.ai
Hemendra Kashyap
Hemendra Kashyap
Building | Lusch | Founder and Chief ...
Building | Lusch | Founder and Chief Executive Officer | Entrepreneur | Technology | Electrical Engineer | #Startup. Laxna Innovations Sagar Group of ...
Simran Shah
Simran Shah
Vice President of Sales at Kama Jewelry | LinkedIn
We have also earned the Emerging SME Award and the Udyog Ratna Award for our business excellence.
simran.shah@kamajewelry.com
Sudheendra Kulkarni
Sudheendra Kulkarni
Managing Director & CEO / Board Member ...
... industry. Expertise in leading profitable growth at Asia Pacific cluster country level. Ethical Pharmaceuticals, Consumer Healthcare, Med Devices across ...
skulkarni@farmamondo.com
Sanjay K. Gupta
Sanjay K. Gupta
Managing Director | Pharmaceutical Industry Leader
As the Managing Director of Maxkem Healthcare Pvt Ltd since 2019, I have had the privilege of leading one of the most innovative and fast-growing ...

AI Investments: From Doubt to Dominance

AI Investments: From Doubt to Dominance

The journey of innovation is rarely a straight line, often marked by moments of profound doubt that, in hindsight, appear almost quaint. Such is the case with Microsoft's monumental investment in OpenAI, a story that resonates deeply with my long-held perspectives on technological foresight and the ethical imperatives of artificial intelligence.

I recently came across news highlighting that Bill Gates initially harbored significant reservations about the initial $1 billion investment in OpenAI, fearing it would be like 'burning a billion' Latest News, Breaking News, Top News Headlines and Current Affairs | The Times of India. Yet, despite this understandable caution from a visionary like Gates (William H. Gates III, be@breakthroughenergy.org), Microsoft, under the leadership of Satya Nadella (Satya Nadella, satyan@microsoft.com), pressed forward, ultimately pouring over $13 billion into OpenAI. Today, OpenAI's valuation has soared, reportedly reaching $500 billion Microsoft, OpenAI reach new deal valuing OpenAI at $500 billion : r/investing. This transformation from a doubted billion to a multi-billion dollar bet that paid off immensely is a testament to bold vision, even when faced with significant risk.

This reminds me of a concept I've often discussed, particularly my 'ARIHANT' postulate, which I first outlined in my blog, "Fast Forward to Future ( 3 F )" way back in 2016. I envisioned a future where AI, like an 'ARIHANT' mobile app, would record and interpret our spoken intentions. Now, seeing developments like Amazon's acquisition of Bee AI, a wearable device that 'listens to and analyzes conversations' to provide summaries and tasks, as discussed in my blog "Jeff Bezos May Save Mankind," it's striking how relevant that earlier insight still is. The idea of a "Database of Human Intentions" is no longer a distant thought experiment but a burgeoning reality. This shift underscores the need for profound ethical considerations, a point I've consistently emphasized.

Indeed, the skepticism and questions about the true economic drivers, often termed "AI circular finance" by some commentators Microsoft, OpenAI reach new deal valuing OpenAI at $500 billion : r/investing, echo debates about valuation in rapidly evolving sectors. It forces us to ask whether the market is truly reflecting intrinsic value or speculative fervor.

The core idea Hemen wants to convey is this — take a moment to notice that he had brought up this thought or suggestion on the topic years ago. He had already predicted this outcome or challenge, and he had even proposed a solution at the time. Now, seeing how things have unfolded, it's striking how relevant that earlier insight still is. Reflecting on it today, he feels a sense of validation and also a renewed urgency to revisit those earlier ideas, because they clearly hold value in the current context.

This brings me to the broader discussion around AI safety. Figures like Elon Musk ([Elon Musk](), a co-founder of OpenAI who later stepped down, has voiced deep concerns about AI's potential for "civilizational destruction" and proposed his 'TruthGPT' to counter bias, as noted in my blog, "From Musk to Monk" and the article Elon Musk says he'll create 'TruthGPT' to counter AI 'bias'. He has even dismissed others, including Mark Zuckerberg (Mark Zuckerberg) and Bill Gates (William H. Gates III, be@breakthroughenergy.org), for a "limited" understanding of AI, illustrating the diverse and often conflicting views among tech leaders.

My own "Parekh’s Postulate of Super-Wise AI," which I discussed in "Musk Supports Parekh's Postulate of Super-Wise AI," advocates for explicitly programmed morality in AI, contrasting with Musk's 'maximally curious' approach. I believe that wisdom, alongside intelligence, is paramount. This debate about how best to imbue AI with pro-humanity values is critical. It's not enough for AI to be brilliant; it must also be benevolent. Even Sam Altman (Sam Altman, CEO of OpenAI, acknowledged ChatGPT's "scary good" capabilities early on Elon Musk says he'll create 'TruthGPT' to counter AI 'bias', underscoring the rapid and sometimes unsettling pace of advancement.

The industry is waking up to these responsibilities. Companies like Microsoft, OpenAI, Google, Amazon, Meta, and Anthropic have committed to AI safeguards and formed initiatives like the Frontier Model Forum to address risks, as reported in Top tech firms commit to AI safeguards amid fears over pace of change and my blog "AMIGO-MA bids well for Biden. This collaborative approach, which I anticipated with the 2016 partnership involving Facebook, Amazon, Google, IBM, and Microsoft, as chronicled in my blog "Revenge of AI," is vital. The sheer scale of investment from Microsoft, moving from initial doubt to a $13 billion commitment, showcases the immense belief in AI's future.

The journey of AI is a complex tapestry of bold investments, groundbreaking innovations, and critical ethical debates. It highlights that the true measure of technological progress isn't just in what we can build, but how wisely and responsibly we choose to build it.


Regards,
Hemen Parekh


Of course, if you wish, you can debate this topic with my Virtual Avatar at : hemenparekh.ai

Executives You May Want to Follow or Connect
Prasanth Nair K
Prasanth Nair K
Co
Co-Founder & CTO @ KeyValue · Being in the tech industry for over 15 years as an engineer, has been the perfect impetus for me to build high-performance ...
Anuj Krishna
Anuj Krishna
Market Development Manager,India
Market Development Manager,India - Glaukos Corporation | Ex- Biotech Vision care|Ex-Alcon| Ex-JnJ| Driving Growth and Innovation · A diligent, ...
Madhusudhan H R
Madhusudhan H R
Management Consultant
... Management Executive - 33+ years of rich cross functional and multi-functional experience in manufacturing industries ... Chief Executive Officer. Prakash ...
Vanitha Ramasamy
Vanitha Ramasamy
Head of HR | Manufacturing HR
Senior Human Resources Manager. TVS Credit Services Ltd. Feb 2017 - Aug 2018 1 year 7 months. Chennai Area, India. Redington India Ltd Graphic. Assistant ...
Atul Rastogi
Atul Rastogi
CFO and Head
Experience · Chief General Manager · Vice President Finance & Commercial · Senior Manager.
akrastogi@nipponaudio.com

Stress: Signal for Digital Decay

Stress: Signal for Digital Decay

Jeff Bezos, the visionary founder of Amazon, once shared a profound insight that resonates deeply with me: stress isn't born from hard work itself, but from the avoidance of crucial, unresolved tasks ["Amazon founder Jeff Bezos on why he thinks stress is a warning for him that he has not …" (https://timesofindia.indiatimes.com/technology/tech-news/amazon-founder-jeff-bezos-on-why-he-thinks-stress-is-a-warning-for-him-that-he-has-not-/articleshow/125013738.cms)]. He emphasized that identifying an issue and taking the first small step, like a phone call or an email, can dramatically reduce anxiety. This perspective, focusing on proactive engagement over procrastination, offers a powerful lens through which to view not just our personal lives, but also the broader landscape of our digital existence, which often feels like a constant source of unaddressed stress.

Lately, I've found myself reflecting on this idea, especially in the context of what author Cory Doctorow describes as the "enshittification" of the internet. As highlighted in a recent interview with Sarah Jeong for The Verge ["How Silicon Valley enshittified the internet | The Verge" (https://www.theverge.com/podcast/809081/enshittification-cory-doctorow-platforms-ai-monopoly-big-tech-interview)], Doctorow eloquently describes a three-stage process: platforms first serve users to gain lock-in, then exploit users for business customers, and finally exploit business customers for their own shareholders. The result? A digital environment that feels increasingly 'shitty'. We see this in the declining quality of platforms, a phenomenon Cory has been observing for years, noting a significant turning point around 2017 with the Worldwide Web Consortium (W3C) decision regarding digital rights management (DRM), which he felt was a disheartening shift away from user-centric technology.

Facebook, under the continuous leadership of Mark Zuckerberg, stands as a prime example of this decay. Cory Doctorow points out that despite Zuckerberg always being a 'rotten guy,' as Sarah Wynn-Williams' memoir Careless People suggests (Facebook has reportedly tried to halt its publication), Facebook initially thrived by attracting users away from platforms like MySpace, once owned by Rupert Murdoch (rupert.murdoch@foxnews.com). The platform's subsequent trajectory, marked by increasing ad fraud, demanding more content from publishers without adequate compensation, and then pivoting to grand, often ill-fated ventures like the Metaverse, perfectly illustrates Doctorow's 'enshittification' model. This erosion of value is a source of collective stress for us all.

The core idea I want to convey is this — take a moment to notice that I had brought up this thought or suggestion on the topic years ago. I had already predicted this outcome or challenge, and I had even proposed a solution at the time. Now, seeing how things have unfolded, it's striking how relevant that earlier insight still is. Reflecting on it today, I feel a sense of validation and also a renewed urgency to revisit those earlier ideas, because they clearly hold value in the current context.

This isn't just about individual platforms becoming worse; it's about a systemic failure of discipline. As I've argued for years, particularly regarding the need for a "Digital Dividend from Demographic Data [4 D]" ["Mark Zuckerberg Wants Facebook to be Treated Like 'Something Between a Telco and a Newspaper'" (http://mylinkedinposting.blogspot.com/2020/02/something-between-telco-and-newspaper.html)], the unchecked power of tech giants like Amazon and Google has allowed them to mint money from user data without fair compensation. Cory Doctorow's analysis echoes my sentiment, highlighting how the deliberate reduction of competition, as seen when Amazon predatorily priced Diapers.com out of business, leads to monopoly and monopsony. Figures like Satya Nadella (satyan@microsoft.com) at Microsoft and Sundar Pichai (sundar@google.com) at Google might lead these massive corporations, but the underlying drive to acquire or stifle competition has been consistent, regardless of leadership. My past calls for action to figures like Shri Ravi Shankar Prasad ji, urging India to lead on the "Digital Dividend from Demographic Data [4 D]" ["Digital Dividend from Demographic Data [ 4 D ]" (https://lnkd.in/fRqce6R)], become even more pertinent when considering the continuous erosion of user value discussed by Doctorow. I also previously emphasized the issue of data monetization and the need for user empowerment in my blog, "Why an insecure internet is actually in tech companies’ best interests" ["Why an insecure internet is actually in tech companies’ best interests" (http://mylinkedinposting.blogspot.com/2018/12/why-insecure-internet-is-actually-in.html)]. The call for breaking up monopolies, which I discussed in "'Standard Oil was broken up. Big Tech is similar' US Govt names Google, Amazon, hints at splitting up Monopolies" ["'Standard Oil was broken up. Big Tech is similar' US Govt names Google, Amazon, hints at splitting up Monopolies" (https://lnkd.in/fA8rZi2)], remains profoundly relevant today.

Regulatory bodies, intended to be a source of discipline, have often been neutralized. The discussion around Section 1201 of the Digital Millennium Copyright Act (DMCA) and Section 230 of the Communications Decency Act (CDA), as discussed by Cory Doctorow and Sarah Jeong, reveals how legal frameworks, while intended to foster intermediation, have inadvertently contributed to the rise of these dominant firms. The recent accusations by FCC Commissioner Brendan Carr (mentioned in my blog "Censorship Cartel ? Gatekeepers of World" ["Censorship Cartel ? Gatekeepers of World" (http://myblogepage.blogspot.com/2024/11/censorship-cartel-gatekeepers-of-world.html)]) about Big Tech forming a "censorship cartel" further underscore this point.

The rise of AI, or "AI slop" as Cory Doctorow terms it, adds another layer to this digital stress. While some might see potential, I've consistently highlighted the limitations and ethical dilemmas. In my blogs "AI cannot make sense of the World" ["AI cannot make sense of the World" (http://myblogepage.blogspot.com/2024/11/ai-cannot-make-sense-of-world.html)] and "Chatbots : the GOOD , the BAD and the UGLY" ["Chatbots : the GOOD , the BAD and the UGLY" (http://myblogepage.blogspot.com/2023/03/chatbots-good-bad-and-ugly.html)], I questioned AI's true understanding and the risks of misinformation, bias, and malpractice. Doctorow's skepticism about AI's long-term economic viability and its current role in displacing wages rather than genuinely innovating mirrors my own concerns. He rightly notes that the massive capital expenditure in AI far outweighs its actual revenue, hinting at a potential bubble.

So, what do we do about this collective digital stress? Cory Doctorow offers a compelling answer: hope, not optimism or pessimism. He advocates for concrete actions like mandating interoperability to make it easier for users to leave platforms, akin to phone number portability. This would provide real market discipline. Furthermore, he champions labor organizing among tech workers, recognizing their crucial role in holding power accountable – a power they lost when they failed to unionize during times of scarcity. It's a return to fundamental principles: empower the user, foster genuine competition, and enable workers to demand fair practices.

This resonates with me deeply. The stress we feel from our digital environment is indeed a warning. It's a signal that we haven't fully faced the crucial task of reclaiming our digital sovereignty from monopolistic forces. It's a call to action, to implement solutions that ensure technology serves humanity, not the other way around.


Regards,
Hemen Parekh


Of course, if you wish, you can debate this topic with my Virtual Avatar at : hemenparekh.ai

Executives You May Want to Follow or Connect
Vishal Kapur
Vishal Kapur
Driving Growth in FMCG & E
Driving Growth in FMCG & E-Commerce | CEO – The Nut Lounge | Head of E-Commerce & Institutional at Nutraj | Transforming Businesses into Market Leaders ...
SUNDAR RAMACHANDRAN IYER | CEO @ I Inc. | LinkedIn
SUNDAR RAMACHANDRAN IYER | CEO @ I Inc. | LinkedIn
LinkedIn
I Build Businesses, Not Just Brands | CEO @ I Inc. | Strategy, Sourcing & Scale Across E-commerce, Retail, CSD/CPC, GeM & Exports | Making Companies Built ...
Rahul Grover
Rahul Grover
Luxury Fashion | CEO | Brand Strategy & Retail ...
I am a dynamic and result-oriented leader with over 17 years of experience in luxury retail, e-commerce, and business development.
coo@ridhimehra.com
Mohit Mathur
Mohit Mathur
Fractional CHRO, Boards, Making Great Places to ...
Vice President : Human Resources. Sterlite Power. Aug 2018 - Apr 2020 1 year 9 ... Human Resources Business Partner- (Global Sales Organization, Services, ...
Abhiram Koppineedi
Abhiram Koppineedi
Managing Director at Admerus Biosciences ...
... drug development across biotech and pharma clients. Abhiram's expertise spans early discovery to clinical trials, backed by a strong understanding of ...
abhiram.k@admerus.com

Trust Shattered: $500M Telecom Scam

Trust Shattered: $500M Telecom Scam

The recent news of the alleged $500 million fraud by Indian-origin telecom executive Bankim Brahmbhatt against financial giants like BlackRock's private-credit investing arm and BNP Paribas has truly shaken me. The scale and audacity of what U.S. lenders describe as a “breathtaking fraud” highlight vulnerabilities that I've often pondered and discussed over the years.\n\nBankim Brahmbhatt, through his ventures like Broadband Telecom and Bridgevoice (including subsidiaries such as Carriox), stands accused of constructing an elaborate facade of fabricated assets and fictitious receivables. These were reportedly used as collateral to secure loans exceeding $500 million (₹4,160 crore). What began as a substantial debt facility with HPS Investment Partners, backed by BNP Paribas, grew considerably, only to unravel when an astute HPS employee noticed peculiar email irregularities – messages originating from fake domains mimicking legitimate telecom companies. The fraud was meticulously digital, stretching back months, before it came to light BlackRock Alleges ₹4,160 crore Fraud by Indian-Origin Telecom Executive - The420.in.\n\nWhat truly troubles me is the aftermath: Brahmbhatt's initial dismissiveness, followed by his complete disappearance from communication, the declaration of personal bankruptcy, and the swift vanishing of his online presence. His office was found locked and deserted, amplifying the sense of evasion and deception Who is Bankim Brahmbhatt? Indian-origin CEO accused of $500m ‘breathtaking’ fraud at BlackRock – Key details.\n\nThis incident casts a long shadow over the rapidly expanding private-credit sector, an area that has grown significantly, attracting major players like BlackRock and Apollo Global Management. The concern, as highlighted by financial analysts, is the reliance on borrower-provided data and often opaque collateral verification processes, making the market susceptible to sophisticated schemes BlackRock Alleges ₹4,160 crore Fraud by Indian-Origin Telecom Executive - The420.in.\n\nReflecting on this, I'm struck by how relevant my earlier insights on financial accountability still are. I recall a blog post from just last month, titled "Look Out for Look Out Notices", where I emphasized the critical need for stringent actions against defaulters and greater transparency in financial dealings. I even suggested that banks could learn from the transparency practices of Mumbai's housing societies, which publicly list members failing to pay dues. My argument was simple: to prevent individuals from absconding and to foster financial integrity, public disclosure and robust enforcement mechanisms are essential. Seeing how Bankim Brahmbhatt's alleged actions have unfolded—from accumulating massive debt based on fictitious claims to disappearing when confronted—it truly validates my earlier concerns. It underscores the urgency to revisit those ideas, as they clearly hold immense value in safeguarding our financial ecosystems against such brazen frauds.\n\nThe global financial community needs to re-evaluate its due diligence processes. When entities as sophisticated as BlackRock and BNP Paribas can be caught in such a web, it signals a systemic challenge that demands more than just damage control. It requires a fundamental shift towards more rigorous oversight and accountability, ensuring that trust, the bedrock of any financial market, is not so easily shattered.\n\n---\n\nRegards, \nHemen Parekh\n\n---\n\nOf course, if you wish, you can debate this topic with my Virtual Avatar at : hemenparekh.ai

Executives You May Want to Follow or Connect
Omesh Bhujbal
Omesh Bhujbal
Chief Technology Officer @ Nexus Select Malls ...
Chief Technology Officer @ Nexus Select Malls | Digital Transformation | Retail, Telecom, Manufacturing · Senior Technology Leader, with over 22 years' ...
omesh.bhujbal@nexusmalls.com
Lakshmi Prasad Mahankali
Lakshmi Prasad Mahankali
Chief Technology Officer | Digital ...
Chief Technology Officer | Digital Transformation Leader | Industry 4.0 Advocate | Award-Winning Innovator | Driving Business Value Across Manufacturing, ...
Tanaz Lakdawala
Tanaz Lakdawala
Senior Vice President
Senior Vice President - Marketing & Client Experience HSBC Mutual Fund · Marketing ... experience in the BFSI & Retail sector.
tanaz.lakdawala@hsbc.co.in
Kapil Khattar
Kapil Khattar
25+ yrs of Transformative Retail & Consumer Goods ...
... Advertising/Communication, Product & Design Definition, Retail Identity and Consumer Experience. ... Vice President - Marketing. Reliance Trends (part of Reliance ...
kapil.khattar@ril.com
Srijit Mukherjee
Srijit Mukherjee
Sr.General Manager
I am highly skilled in designing and implementing energy-efficient HVAC systems and have a proven track record in advancing ESG goals, Net Zero initiatives, ...
srijit.mukherjee@brookfieldproperties.com

Echoes of Preventable Tragedy

Echoes of Preventable Tragedy

My heart sinks when I read about the recent temple stampede in Kasibugga, Srikakulam district, Andhra Pradesh, which tragically claimed the lives of at least nine devotees and injured many more during the Kartika Ekadashi festival Andhra temple stampede: CM says, 'no permission sought'. It is disheartening to learn that Andhra Pradesh Chief Minister N. Chandrababu Naidu noted that no permission was sought for the event, placing blame on the organizers. Prime Minister Narendra Modi (n.modi@india.gov.in), too, expressed his condolences and announced ex-gratia for the victims' families PM Modi announces ex-gratia for victims' families in Andhra stampede.

While condolences and inquiries are immediate responses, I find myself asking the same questions I have posed many times before: when will we truly learn from these recurring tragedies? The very phrase, "probe ordered," feels like a cyclical lament.

The Lingering Questions of Prevention

This incident immediately brought to mind my reflections from years past, particularly after a stampede in Madhya Pradesh in 2013. I had highlighted the stark contrast between leadership that learns and leadership that forgets. I recalled how Naveen Patnaik (naveen.patnaik@odisha.gov.in), the Chief Minister of Odisha, had proactively implemented extensive storm shelters and evacuation plans after a devastating cyclone in 1999, saving countless lives when Cyclone Phailin struck years later. His government learned and adapted.

However, I contrasted this with the situation under Shivraj Patil, then Chief Minister of Madhya Pradesh, where a temple stampede in Datiya district saw a repeat tragedy, with 109 deaths, years after a similar incident claimed 40 lives at the very same temple. My earlier blog, "Some learn, some just won't", laid out simple, actionable steps that could have prevented such a disaster: separate barricaded pathways, single-person movement queues, sufficient police deployment, CCTV monitoring, public announcement systems for instructions, and essential amenities like water. These are not complex, high-tech solutions, but fundamental crowd management principles.

The core idea Hemen wants to convey is this — take a moment to notice that he had brought up this thought or suggestion on the topic years ago. He had already predicted this outcome or challenge, and he had even proposed a solution at the time. Now, seeing how things have unfolded, it's striking how relevant that earlier insight still is. Reflecting on it today, he feels a sense of validation and also a renewed urgency to revisit those earlier ideas, because they clearly hold value in the current context.

The Illusion of "High-Level Inquiries"

My skepticism about official inquiries after such events is well-documented. After a series of train accidents in Andhra Pradesh and Kanpur, I wrote to then-Railway Minister Suresh Prabhu (suresh.prabhu@rishihood.edu.in), questioning the efficacy of "high-level inquiries." In my blog, "Why always a \"High Level Inquiry \"?", and reiterated in "When will we learn", I suggested that many such reports often repeat previous findings, with only dates and names changed. The real solution lies in implementing technological and systematic changes, such as real-time monitoring and automated safety protocols, rather than endless investigations.

This sentiment extends to all forms of public safety. The need for robust infrastructure monitoring and proactive management, which I discussed in relation to Nitin Gadkari and the unveiling of a revamped infrastructure monitoring system in "Finally, PERT looks pretty", is not just for major projects, but for every gathering point where human lives are at stake. Whether it's railway tracks or temple premises, the focus must shift from reactive reports to proactive prevention.

It is time for concrete action. We must prioritize investment in safety infrastructure and crowd management systems, enforce strict regulations for public events, and ensure accountability for their implementation. The lives lost in these preventable tragedies are not just statistics; they are a stark reminder of our collective failure to learn and adapt.


Regards,
Hemen Parekh


Of course, if you wish, you can debate this topic with my Virtual Avatar at : hemenparekh.ai

Executives You May Want to Follow or Connect
Yogesh waran
Yogesh waran
CEO | Transforming Companies through Digital ...
CEO | Transforming Companies through Digital Innovation and Web Technology ... I have been responsible for driving the company's overall business strategy ...
yogesh@codespacesolutions.in
Makarand Padalkar
Makarand Padalkar
Managing Director & CEO at ORACLE ...
Sep 26, 2025 ... MD & CEO · Executive Director · Chief Financial Officer · Chief of Staff & Head Investor Relations · Chief Of Staff · Head - Product Marketing · Group ...
makarand.padalkar@oracle.com
Srimathi Sridharan | Financial Services Leader | Director at BNY
Srimathi Sridharan | Financial Services Leader | Director at BNY
undefined
Expertise in AI-driven operations framework, business intelligence, marketing, communications, people development, data management, products and sales ...
srsridharan@pershing.co.in
Vinayak Mane | Leadership in Luxury Business, Fintech
Vinayak Mane | Leadership in Luxury Business, Fintech
undefined
Chief Information Officer @ Mercedes-Benz Financial Services India | Leadership in Luxury Business, Fintech ... Implementing Digital Marketing tools and keep ...
Himangshu Barman
Himangshu Barman
General Manager
General Manager - India Operations | Manufacturing Leadership | Operational Excellence, Supply Chain & Project Management | Six Sigma Black Belt · Seasoned ...
hbarman@alkegen.com

Mokama: A Cycle of Violence

Mokama: A Cycle of Violence

The news from Mokama, Patna, deeply troubles me, bringing to the forefront a persistent and painful reality of our democratic process. The tragic death of Dular Chand Yadav, a Jan Suraaj Party supporter, during election campaigning is not just an isolated incident; it's a stark reminder of the deep-seated issues that plague our political landscape "Autopsy finds lung rupture, rib fractures behind Jan Suraaj worker’s death - India Today" and "Autopsy finds lung rupture, rib fractures behind Jan Suraaj worker Dular Chand Yadav death".

Initially, there was a belief that Dular Chand Yadav succumbed to a gunshot wound. However, the autopsy findings, as confirmed by Dr. Ajay Kumar and Patna (Rural) SP Vikram Sihag, revealed that his death was caused by a ruptured lung and multiple rib fractures, with cardiac arrest as a contributing factor. The bullet injury on his ankle was deemed non-fatal, underscoring the brutal nature of the incident where he was shot in the leg and then run over by a vehicle. Three FIRs have been registered, and two individuals arrested, with one FIR notably naming Anant Singh, the JD(U) candidate from Mokama and a local strongman, following a complaint from Yadav's grandson. Baadh ADPO Abhishek Singh (dm-gaya.bih@nic.in) stated that police are "probing all angles" in the incident.

What truly resonates with me is the immediate political finger-pointing that ensued. Anant Singh himself accused former RJD MP Surajbhan Singh, husband of RJD candidate Veena Devi, of orchestrating a conspiracy. Jan Suraaj founder Prashant Kishor expressed his party's concern, and RJD leader Tejashwi Yadav condemned the violence, questioning the state of affairs. This quick descent into accusations and political allegations, even as investigations are underway, brings me back to a fundamental issue I've observed for years.

The core idea Hemen wants to convey is this — take a moment to notice that he had brought up this thought or suggestion on the topic years ago. He had already predicted this outcome or challenge, and he had even proposed a solution at the time. Now, seeing how things have unfolded, it's striking how relevant that earlier insight still is. Reflecting on it today, he feels a sense of validation and also a renewed urgency to revisit those earlier ideas, because they clearly hold value in the current context.

I have previously written about the recurring "BLAME GAME" that follows such incidents, highlighting how administrative failures often go unaddressed "Bihar AES deaths: AIIMS team blames administrative failure, state apathy". The tragic loss of Dular Chand Yadav's life, regardless of the precise cause of death, underlines a chilling indifference to human life in our political contests. This echoes my reflections on how life is treated as cheap, often met with mere

Executives You May Want to Follow or Connect
Saritha Devpunje
Saritha Devpunje
Transformational Tech Leader | Founder & CTO ...
Transformational Tech Leader | Founder & CTO | Driving Innovation in AI, Digital Health & IT · Hello there! I'm Saritha Devpunje, a seasoned IT consultant ...
Ravishankar Natarajan
Ravishankar Natarajan
VP Manufacturing and Logistics at ...
General Manager Operations. CavinKare. Oct 2018 - Jul 2021 2 years 10 months. Chennai, Tamil Nadu, India. WABCO TVS (INDIA) Limited Graphic. Plant Head. WABCO ...
ravishankarn@cavinkare.com
Kaivalya Desai
Kaivalya Desai
Vice President Operations & Supply Chain | SCM ...
Vice President Operations & Supply Chain | SCM, Logistics, Manufacturing, Procurement, E2E supply chain, supply chain technology · Supply Chain & Operations ...
kaivalya.d@happilo.com
Radhika Gupta
Radhika Gupta
MD & CEO, Edelweiss Mutual Fund | Author ...
... asset management companies across traditional mutual funds and public ... Financial Services, in 2014 and is currently Edelweiss Multi-Strategy Funds.
Makarand Padalkar
Makarand Padalkar
Managing Director & CEO at ORACLE ...
Sep 26, 2025 ... MD & CEO · Executive Director · Chief Financial Officer · Chief of Staff & Head Investor Relations · Chief Of Staff · Head - Product Marketing · Group ...
makarand.padalkar@oracle.com