One-Time Mandate (OTM) via the Unified Payments Interface (UPI) is now permitted for insurance businesses by the Insurance Regulatory and Development Authority of India (IRDAI). Policyholders will be able to block money in their bank accounts for particular transactions thanks to this function. According to IRDAI, funds are transferred from the prospect to the insurer only after an insurance policy is issued under the Bima Applications Supported by Blocked Amount (Bima-ASBA) program. With this service, insurers can provide a one-time order to block a specific amount in the concerned prospect’s bank account via UPI. It further said that only if the insurer accepts the request will the money for the insurance premium be deducted. The sum will be unblocked and made accessible to the prospect in the event that the insurer rejects the proposal.
Facility is Open for Both Health and Life Insurance
Insurers are required to provide the facility to both life and health insurance policyholders and have been instructed to provide a proposal form to policyholders via a standard declaration in order to block the amount through UPI. To be included in the request for approval, the Life and General Insurance Councils must both release a standard declaration within a week following IRDAI’s circular. Additionally, the regulator stated that policyholders who choose not to use Bima-ASBA will not have their bids denied.
According to the circular, insurance firms must collaborate with several banks, have suitable procedures and systems in place, and have the required contracts with partner banks. According to the relevant statutes and legislation, this is necessary for the creation of the OTM by UPI exclusively in the insurer’s favour and for the prospect’s verification through a one-time mandate. The OTM has a maximum validity duration of 14 days or until the underwriting decision, whichever comes first.
Amount Blocking Cycle
After 14 days have passed after the funds were first stopped, or within one working day of the proposal form’s non-acceptance date, the sum under Bima-ASBA will automatically be unblocked. The insurer must use the facility to change the mandate with the prospect’s one-time approval or authorisation if the premium to be charged exceeds the banned amount. The insurer will automatically unblock the blocked amount through the partner bank if the application is not processed within 14 days. Customers will have access to this facility by March 1, 2025, at the latest.
Through its Indian distributor, Redington (India) Limited, SaaS fintech giant Zaggle has teamed up with Google to launch a scheme that would increase business productivity while giving staff members access to high-end technology through structured lease alternatives. By integrating with Zaggle’s employee benefits plan, this application, Smart Employee Purchase (EPP+), will assist companies in cost management and enhancing employee engagement. In terms of business optimisation, companies can maximise cash flow by using structured leasing models to take advantage of tax benefits and lease payments that are predictable. In addition, risks will be reduced with the aid of enterprise-grade security, frequent upgrades, and full lifecycle management. Additionally, companies will be able to purchase and manage devices’ lifecycles with a single provider.
With the five-year deal, Redington will act as a middleman between Google and Zaggle in a domestic relationship. The business affirmed that there are no related party transactions involved in the agreement and that Redington is not of interest to promoters or promoter group entities.
How Collaboration can Benefit Employees?
Employee benefits include discounted access to Google Pixel devices, which come with theft and ADLD (Accidental Damage and Liquid Damage) coverage. Compared to market prices, workers in higher tax groups could save up to 35%. The concept promises to improve financial planning by lowering the total cost of ownership and providing tax savings through salary packaging. According to Godkhindi, managing director and CEO of Zaggle, the company is providing organisations with a complete device management solution that combines cost-effectiveness, security, and easy administration through the Smart Employee Purchase (EPP+) program. This program gives businesses the ability to make investments in their employees, increasing employee satisfaction and engagement while making sure they are prepared for the future.
Recent Developments at Zaggle
Raj Narayanam founded Zaggle in 2011, and the company now offers businesses solutions for payments, costs, and corporate employee perks. It provides a variety of SaaS tools, including Zaggle Propel for employee incentives and rewards, Zaggle EMS for cost management, and Zaggle Save for managing expenses and rewards. The company claimed to have over 3,300 clients at the end of Q3 FY25, including BigBasket, Mumbai Metro One, Zomato’s Blinkit, and HT Media. The board recently approved the SaaS giant’s all-cash acquisition of a 16.67% share in Mobileware Technologies Private Limited, a supplier of digital payments services. In addition, Zaggle’s third-quarter (Q3) financial results for the fiscal year 2024–2025 (FY25) showed excellent financial performance. For the quarter in question, its consolidated profit increased 30% year over year (YoY) to INR 19.74 Cr. Similarly, in Q3 FY25, operating revenue jumped 69% YoY to INR 336.89 Cr.
Prior to its anticipated 2026 IPO, the firm that makes Bira 91 beer rebranded itself from B9 Beverages Private Ltd. to B9 Beverages Ltd. According to a media report, the company had to write off INR 80 crore in inventory and cease sales for a few months as a result of this name change, which proved to be quite costly. There were problems with compliance until a new product label was registered. According to the research, this led to a 22% decline in revenue and a 68% increase in losses during the fiscal year 2023–2024.
IPO for Generating Adequate Working Capital
The IPO strategy was implemented at a time when craft beer producers, microbreweries, and international breweries introducing premium brands in India’s expanding market were posing a serious threat. The company planned the IPO to generate new finances for its expansion objectives, stating that beer requires a significant level of working capital allocation and capital investment to grow. In 2023 alone, the beer sector made INR 92,324 crore in GDP contributions to India. According to a media citation, B9 Beverages experienced a net loss of INR 748 crore in 2023–2024, surpassing even its total sales of INR 638 crore. According to Ankur Jain, the founder of B9 Beverages, the business had to re-register labels and reapply across states for 4-6 months as a result of the name change, which led to absolutely no sales for several months even though there was a demand for its products.
Tough Time Ahead
In its first greenfield project in ten years, United Breweries, owned by the multinational conglomerate Heineken, said on 14 February that it would invest INR 750 crore in a new brewery in Uttar Pradesh. Carlsberg, a Danish beer company, stated that it plans to invest more in India by 2025. At a time when more consumers are looking for craft alternatives to major labels, B9 Beverages has lost money and maybe market share as a result of its name change error.
History of Bira
Due to cost savings, Bira began brewing in India after first importing the Hefeweizen-style beverage from Belgium ten years ago. Eventually, six outside breweries were added. According to the report, new companies like Bira make a substantial contribution to the industry not just through sales but also by launching creative goods and cutting-edge strategies.
Vinod Giri, Director General of the Brewers Association of India (BAI), was mentioned in a media article as saying that these enterprises need to remember that the attractiveness of a fresh, diverse flavour palette, whether it be wheat, dark lager, or craft, is rooted in its uniqueness. Therefore, its development plan and growth goals should withstand the pressure to quickly scale up in order to become a popular product. That would be neither here nor there and would only weaken the product’s distinctiveness in the eyes of customers.
According to a media outlet, the Department of Telecommunications (DoT) has ordered all social media companies, including Meta, Instagram, Google, and X, to take down particular apps or content that help users commit violations of the Telecommunications Act of 2023. This warning comes after some social media influencers were reported to have given users instructions on how to change their calling line identity (CLI) while making calls, which would result in the recipient seeing a different number. According to the advice, this is technically known as CLI spoofing, which is the altering of telecommunication identity. Such tampering is expressly prohibited by the Telecommunications Act.
Why DoT has Directly Stepped in?
Since social media platforms are under the jurisdiction of the Ministry of Electronics and IT, the DoT normally does not deal with them; however, in this case, it stepped in since the content on the sites allowed users to break the Telecommunications Act. According to a source cited in the paper, any person or platform that promotes the misuse or manipulation of telecommunication identification must be stopped. By February 28, social media companies are expected to verify that they are complying with the directive.
Legal Ramifications and Prohibitions
According to the advice, tampering with telecommunication identification is expressly prohibited by Section 42(3)(c) of the Telecommunications Act, 2023. While Section 42(7) of the Act stipulates that such offences are cognisable and non-bailable notwithstanding anything contained in the 1973 Code of Criminal Procedure, Section 42(3)(e) forbids obtaining subscriber identity modules or other telecommunication identification through fraud, cheating, or impersonation. These charges carry a maximum sentence of three years in prison, a maximum fine of INR 50 lakh, or both. The advice stated that “those who abet any offence under the Act also envisage the same punishment under Section 42 (6) of the Act.”
According to DoT, social media sites and application hosting platforms must remove any content or programs that encourage or permit the tampering of telecom identifiers (such as CLI, IP address, IMEI, etc.) because doing so aids users in committing crimes. The advice further stated that action against such companies may be taken for creating or disseminating content that aids in the commission of offences under the Telecommunication Act, 2023, in addition to removing such content or applications.
ITU and DoT Collaborate on AI-Powered Digital Twins
A strategic relationship aimed at improving AI-driven digital twin technologies has begun with the signing of a Letter of Intent (LoI) between the Department of Telecommunications (DoT) and the International Telecommunication Union (ITU). The goals of this partnership are to advance sustainable development, create international standards, and stimulate innovation in infrastructure planning. The LoI will lay the groundwork for a number of projects that will incorporate next-generation technologies—such as digital twins, AI-driven solutions, and IMT-2030 technologies—into frameworks that will help vital industries like healthcare, urban development, and transportation.
In an effort to bolster India’s position as a global leader in digital connectivity, Dr. Neeraj Mittal, Secretary of the Department of Telecommunications, signed the LoI while on an official visit to Geneva. Dr. Mittal talked on India’s leadership in 5G and 6G technologies, AI for digital transformation, and cybersecurity frameworks in talks with ITU leadership, including ITU Secretary-General Ms. Doreen Bogdan-Martin.
Mira Murati has started her own artificial intelligence (AI) company, “Thinking Machines Lab,” over five months after leaving her position as CTO of OpenAI. The company’s objective, according to Murati, who announced the launch on X, is straightforward: develop AI by making it widely applicable and intelligible through sound foundations, open science, and real-world applications. The goal of the AI research and product startup is to close the current gaps in AI and increase the systems’ general capability, understandability, and customisability.
Although AI skills have significantly improved, there are still significant gaps, according to the company’s blog post. The fast-developing capabilities of frontier AI systems are not well understood by the scientific community. The best research labs hold the majority of the knowledge on how these systems are educated, which restricts both the public conversation about AI and people’s capacity to use it efficiently. Furthermore, despite their potential, people still find it challenging to adapt these systems to their own needs and values.
What Thinking Machine Lab will Offer?
Rather than concentrating on creating completely autonomous AI systems, Thinking Machines Lab will create customised AI systems with sophisticated multimodal capabilities. According to the AI firm, it intends to regularly release technical papers, blog entries, and code that emphasise cross-industry human-AI collaboration. Many of the roughly 30 workers at Thinking Machines Lab have prior experience with firms like OpenAI, Google DeepMind, Character AI, and Mistral AI. After working with OpenAI for six years, Murati departed the company in September of last year. She stated that she was taking a break to “do her own exploration” at the time of her departure. She is Thinking Machines Lab’s CEO.
Barret Zoph, the CTO of Thinking Machines Lab, left OpenAI in September of last year. The company’s principal scientist is John Schulman, who departed OpenAI for rival company Anthropic in August of last year. According to reports, Murati is negotiating to raise $100 million for her new AI business from unidentified VC firms. The corporation did neither confirm nor deny if it had raised money in its blog post.
Growing Network of AI Startup
The most recent addition to the already saturated AI startup market is Thinking Machines Lab. In the global competition to develop generative AI models, it will face off against industry titans including OpenAI, Anthropic, Meta, Google, and Microsoft. India’s increasing need for AI hardware and software has opened the door for a new wave of entrepreneurs that prioritise using GenAI technology in consumer and corporate applications over infrastructure development. India is home to more than 200 GenAI businesses, which have earned a total of $1.2 billion in funding since 2020, according to the report “The Rise of India’s GenAI Brigade.”
As it gets ready to go public in 2026, Licious, an online meat and seafood vendor in India supported by Temasek Holdings Pte, is looking to turn a profit and join a number of consumer-focused businesses vying for market share in the nation.
To compete with rapid commerce rivals, Delightful Gourmet Pvt., the company that runs Licious, is expanding its physical shopfronts, increasing delivery times, and hoping to turn a profit at the Ebitda level by August, according to CEO and co-founder Vivek Gupta. Earnings before interest, taxes, depreciation, and amortisation are referred to as EBITDA. In an interview, Gupta stated that the brand aims to be ready for an initial public offering (IPO) within a year.
The Bengaluru-based company is aiming for a listing valuation of more than $2 billion. According to statistics from Tracxn Technologies Ltd., Avendus Capital Pvt. and Kotak Investment Advisors are among the investors in Licious, which was valued at $1.5 billion in its most recent funding round in 2023. After a record-breaking year for listings in 2024, when local companies raised over $20 billion, making it the second-busiest market in the world after the US, Licious, which was launched in 2015, is the newest company to enter the Indian initial public offering (IPO) market.
Licious Betting on Smartphone-Savvy Population
Almost 75% of India’s 1.4 billion people eat meat, fish, or poultry, the majority of which they purchase from small businesses. Licious is placing a wager on India’s increasingly well-off and tech-savvy populace, who are prepared to spend more to stay indoors. According to statistics provider Statista, the meat market in India was valued at $26 billion, while the fish and seafood market is expected to generate $59 billion year. With locations in 20 Indian towns, Licious offers a variety of cuts of fish and other shellfish, chicken and goat meat, spice mixes, spreads, and prepared foods.
According to Hanjura, the company intends to utilise the IPO money to buy smaller offline businesses and expand throughout India’s extremely disorganised meat and fish market. Additionally, the listing will provide an exit chance for some of its investors. Licious promises consumers an average delivery time of 90 minutes, but as it competes with fast commerce rivals like Zomato Ltd. and Swiggy Ltd., it is pushing towards 30-minute deliveries. According to Gupta, the business has already begun making speedy deliveries in Gurugram, a satellite city outside of New Delhi, and plans to expand to the majority of Licious’ markets by June.
How the Brand is Planning its Future Business Operations?
Sales growth at Licious, which derives around one-fifth of its revenue from 10-minute delivery apps like Zomato and Swiggy, has slowed from peak levels during the pandemic. It is struggling with a slower migration to online meat purchases in smaller towns and a wider consumption slack in India’s major centres. Peers including Amazon.com Inc.-backed FreshtoHome and Zepto, a rapid commerce business with its own meat brand Relish, are also vying for a bigger share of this industry. In addition to additional products like momos—Tibetan-style dumplings that are popular in India—Licious plans to offer more marinated dishes that are ready to cook. For the more conventional meat eaters who might like to choose their own cuts, it plans to expand from its current three locations to 50 by March 2026. Last year, it purchased My Chicken and More, a 22-store retailer based in Bengaluru.
A strategic relationship aimed at improving AI-driven digital twin technologies has begun with the signing of a Letter of Intent (LoI) between the Department of Telecommunications (DoT) and the International Telecommunication Union (ITU). The goals of this partnership are to advance sustainable development, create international standards, and stimulate innovation in infrastructure planning. The LoI will lay the groundwork for a number of projects that will incorporate next-generation technologies—such as digital twins, AI-driven solutions, and IMT-2030 technologies—into frameworks that will help vital industries like healthcare, urban development, and transportation.
In an effort to bolster India’s position as a global leader in digital connectivity, Dr. Neeraj Mittal, Secretary of the Department of Telecommunications, signed the LoI while on an official visit to Geneva. Dr. Mittal talked on India’s leadership in 5G and 6G technologies, AI for digital transformation, and cybersecurity frameworks in talks with ITU leadership, including ITU Secretary-General Ms. Doreen Bogdan-Martin.
India Cementing its Strong Base in Telecommunication Field
The ITU’s Partner2Connect program, which attempts to close the global digital gap, was another topic of debate. India reiterated its dedication to backing ITU projects, especially those pertaining to skill development and global connectivity.
Dr. Mittal suggested during his visit that India host the ITU-Plenipotentiary Conference in 2030. Positive reactions were received to this suggestion, and more talks will take place at the next ITU Council Meeting. This plan has a strong basis thanks to India’s recent achievement in hosting the World Telecommunication Standardisation Assembly (WTSA-2024) in New Delhi. By hosting the conference, India would further solidify its position as a focal point for international policy discussions on ICT legislation and telecommunications, thus influencing the direction of global connectivity.
An important development in the function of telecommunications is the partnership between the DoT and ITU. Next-generation mobile communication technologies are platforms for flexible and dynamic infrastructure planning, not just for connectivity. AI and digital twins can be used to deliver real-time, intelligent data that radically alters the planning, design, and implementation of infrastructure and cities. Better planning, monitoring, and management of infrastructure projects are made possible by digital twins, which provide virtual versions of actual systems, increasing sustainability and efficiency.
What AI-driven Digital Twin Technologies can Offer?
Pervasive intelligence can be produced by AI-driven digital twin technologies, enabling open, networked systems that transform stakeholder collaboration on infrastructure projects. These developments make it possible to approach infrastructure and urban planning with greater flexibility and responsiveness, resulting in solutions that are better able to adjust to shifting circumstances. By opening up new business models, this strategy makes it possible to provide scalable, data-driven solutions that support long-term growth in vital industries. By using a comprehensive approach, future infrastructure will be durable and innovative, able to adapt to changing needs.
The LoI lists a number of important areas for cooperation. Knowledge sharing and capacity building will be a key focus, promoting the sharing of ideas from projects such as the ITU’s Citiverse platform and the DoT’s Sangam project. Better data integration and cross-sectoral cooperation will be made possible by this partnership. The creation of international standards through contributions to ITU-T Study Group 20, which focuses on digital twins, smart cities, and the Internet of Things, is another crucial topic. The objective is to develop international standards and procedures that guarantee the interoperability and scalability of AI-driven solutions. In order to verify the revolutionary potential of digital twin technologies, DoT and ITU will also set up sandbox environments for testing and trial initiatives. In order to promote more participatory government, AI-powered platforms will also be utilised to involve individuals in urban planning.
Lastly, by customising solutions to fit the unique requirements of various nations, the partnership will concentrate on privacy-enhancing methods in ICT measurement and AI model integration for digital twins. This partnership ushers in a new era of global infrastructure planning that promotes sustainability and creativity. An important step towards building a more sustainable and interconnected future for global infrastructure is this alliance.
The internet is ablaze, and for once, it’s not because of a viral dance trend or a celebrity breakup. The India’s Got Latent controversy involving Samay Raina and Ranveer Allahbadia has sparked a firestorm of debates, legal battles, and moral outrage. What started as a seemingly fun comedy show has snowballed into a full-blown cultural and legal crisis. Let’s unpack this drama, piece by piece, and understand why this controversy isn’t your ticket to a viral moment. Instead, it’s a reflection of the tightrope walk between comedy, freedom of expression, and societal norms.
The Spark That Lit the Fire
The controversy erupted during an episode of India’s Got Latent, a YouTube comedy show hosted by Samay Raina. Ranveer Allahbadia, better known as BeerBiceps, posed a now-infamous question to a contestant: “Would you rather watch your parents have sex every day for the rest of your life, or join in once and stop it forever?” The question, intended as a dark humour punchline, backfired spectacularly.
The clip went viral, and the backlash was immediate. Social media users, politicians, and even the National Commission for Women (NCW) condemned the remark as vulgar, obscene, and deeply disrespectful. The outrage wasn’t confined to the joke itself but the platform it was delivered on – a show watched by millions, including young audiences.
The Fallout: Legal Battles and Public Outrage
The backlash wasn’t limited to online criticism. Multiple FIRs were filed against Ranveer Allahbadia, Samay Raina, and other panelists, including Ashish Chanchlani and Apoorva Makhija (The Rebel Kid). The complaints accused them of promoting obscenity and violating public decency. Assam Chief Minister Himanta Biswa Sarma even weighed in, stating that the remarks were “sexually explicit” and warranted legal action.
The Indian government stepped in, issuing a notice to YouTube to remove the controversial episode under Section 69A of the IT Act. YouTube complied, and the episode was taken down, but the damage was already done.
Ranveer Allahbadia issued a public apology, admitting that his comment was “inappropriate and not even funny.” He acknowledged that comedy wasn’t his forte and expressed regret for the hurt caused. Samay Raina, on the other hand, deleted all episodes of India’s Got Latent from his YouTube channel, stating that the backlash was “too much to handle”.
The Legal Drama: Supreme Court, Summons, and Stay Orders
The controversy took a legal turn when Ranveer Allahbadia approached the Supreme Court to consolidate multiple FIRs filed against him. Represented by Abhinav Chandrachud, son of former Chief Justice of India DY Chandrachud, Allahbadia sought protection from arrest and a stay on further FIRs. The Supreme Court granted interim relief, staying his arrest but barring him from hosting any shows until further notice.
Meanwhile, the National Commission for Women (NCW) summoned Allahbadia, Raina, and others for a hearing. However, many of the summoned individuals, including Raina and Apoorva Makhija, failed to appear, citing prior commitments and safety concerns. The hearings have been rescheduled for March.
The Broader Debate: Comedy vs. Censorship
This controversy has reignited the age-old debate about the limits of comedy and freedom of expression. Supporters argue that comedy should push boundaries and challenge societal norms. Rapper Raftaar, for instance, suggested that people often enjoy seeing successful individuals fail, hinting at the schadenfreude surrounding the controversy. On the other hand, critics argue that comedy should not come at the cost of decency and respect. Actor Rajpal Yadav condemned the remarks, stating that “making fun of relationships is not art but nonsense”. Filmmaker Boney Kapoor echoed similar sentiments, emphasising that freedom of speech doesn’t mean one can say anything without consequences.
The Human Cost: Death Threats and Mental Health
Amid the legal and public backlash, Ranveer Allahbadia revealed that he and his family have been receiving death threats. He shared that people have invaded his mother’s clinic, posing as patients, and expressed fear for his safety. Despite the pressure, he vowed to cooperate with authorities and face the consequences of his actions. This aspect of the controversy puts light on the darker side of internet culture, where public outrage often spirals into harassment and threats. It raises important questions about accountability and the disproportionate punishment meted out in the court of public opinion.
The Bigger Picture: What This Means for Content Creators?
The India’s Got Latent controversy is a cautionary tale for content creators. It showcases the need for sensitivity and responsibility, especially when dealing with topics that can offend or harm. At the same time, it uncovers the challenges of operating in a territory where the line between comedy and offense is increasingly blurred. For platforms like YouTube, this incident is a reminder of the need for better content moderation and clearer guidelines. The government’s intervention also raises questions about the role of state regulation in digital content.
A Wake-Up Call for Comedy and Society?
The Samay Raina and Ranveer Allahbadia controversy is a reflection of the complexities of modern comedy, the power of social media, and the underlying norms of Indian society. While the outrage is understandable, it’s also a reminder that comedy, at its best, should provoke thought, not provoke, solely. As the legal battles continue and the debates rage on, one thing is clear: this controversy is a wake-up call for creators, audiences, and regulators alike. It’s a moment to reflect on what we value, what we tolerate, and where we draw the line.
What are your thoughts? Is this a case of comedy gone too far, or is it an overreaction to a harmless joke?
Neal Mohan is an American businessman who has been the CEO of the online video-sharing platform YouTube since 2023. He succeeded Susan Wojcicki and managed several of its segments, such as YouTube TV, YouTube Music, and YouTube Premium. He was one of the driving forces behind the introduction of a content moderation policy, especially prohibiting content that glorified violence.
Neal Mohan was born in Lafayette, Indiana on 14th July 1973. His parents Aditya and Deepa moved from Lucknow to the USA in the early 1970s. Neal grew up in Ann Arbor, Michigan but his family moved back to India in 1985. He finished high school at St. Francis’ College where he learned Hindi and Sanskrit. He soon returned to the USA and attended Stanford University majoring in electrical engineering. Neal started working at Accenture and then joined NetGravity, a startup. He then returned to Stanford in 2003 to pursue his MBA.
Neal Mohan – Career Highlights
After Neal completed his graduation from Stanford, Neal joined Accenture. In 1997, he joined NetGravity, became a prominent figure in the company’s operations, and helped expand its prominence.
In 1997, his company NetGravity was acquired by DoubleClick and Neal moved from California to their headquarters in New York. In the next couple of years, he became more involved in the operations and DoubleClick turned to him to help cut costs during the wake of the burst of the dot-com bubble. Soon he was appointed as the Vice President of Business Operations.
In 2003 while he returned to Stanford to pursue his MBA, DoubleClick faced serious problems when acquired from Abacus Direct in 1999. The merger was de facto annulled by Hellman & Friedman, who acquired DoubleClick and then split Abacus Direct from it. They requested the longtime executive David Rosenblatt to be the CEO, who then enlisted Neal under the condition that he would stay in California.
Rosenblatt and Mohan jointly created a plan to shift DoubleClick into a company built on advertising exchange, core ad tech situations, and extensive ad networking. This concept was outlined in a 400-page PowerPoint presentation and presented to Hellman & Friedman in December of 2005, who approved it.
Google
On April 13, 2007, DoubleClick was acquired by Google for $3.1 billion with Susan Wojcicki orchestrating the actual buy-in. Neal formally joined Google, and for the next 15 years, they both played a key part in integrating DoubleClick into Google’s family. In Google, Neal was responsible for the 2010 acquisition of Invite Media for $85 million. He soon became the Senior VP of Display and Video Ads for Google, and then moved to YouTube.
In 2011, Rosenblatt, who became a Board Member of Twitter, tried to hire Neal as the Chief Product Officer, but Google paid him $100 million to remain with them.
In 2015, Neal joined YouTube as the Chief Product Officer. At the time, he was managing several segments through the later 2010s and 2020s, which included YouTube Music, YouTube Premium, YouTube TV, and YouTube Shorts. In September 2020, Neal appeared before Congress where he introduced the new content moderation policy that was aimed at addressing violent extremist content on the platform. This policy would target groups such as ISIS and other extremists, to prohibit any content that glorifies violence or recruit or fundraise for such organizations. Currently, YouTube also has a media literacy campaign that will help viewers recognize manipulation techniques used to spread misinformation.
On 16th February 2023, Neal succeeded Susan Wojcicki as the CEO of YouTube. Under his leadership, YouTube has become the go-to platform for digital content and its brand value reached $31.7 billion in 2024.
In celebration of YouTube’s 20th anniversary, Mohan shared four key plans for 2025: continuing as a cultural hub, empowering creators to grow like Hollywood startups, strengthening its role as the new TV, and leveraging AI to enhance content creation and the user experience.
Neal Mohan has received multiple awards and recognitions such as:
Ad age’s 10 Most Influential Players in Marketing – Neal was recognized for his part in marketing
ADWeek’s 12 Stars of Ad Tech: Awarded for his work in ad tech
Neal Mohan – Facts
In school, St. Francis’s College in Lucknow, Neal received the National Talent Search Examination (NTSE) scholarship.
When studying at Stanford University, Neal was a member of the Engineering Honour Society.
In 2012, Neal joined the Interactive Advertising Bureau (IAB), a media company, and worked there till 2016.
Neal served as a Board Director at Mobile Marketing Association (MMA) Global, a New York-based marketing agency.
From 2017, he has served as a board member for 23andMe.
He was a member of the management board at the Stanford Graduate School of Business from 2013 to 2017 .
Neal joined as one of the Board of Directors at Stitch Fix in 2020.
Neal Mohan – Personal Life
Neal Mohan is married to Hema Sareen Mohan who has been a part of the public welfare and non-profit sectors for over two decades. They were married while he was working in New York for DoubleClick. His favourite sport is basketball and he supports the Golden State Warriors.
Neal Mohan is the Chief Executive Officer (CEO) of YouTube.
What is Neal Mohan’s role at YouTube?
As CEO, Neal Mohan is responsible for overseeing all aspects of YouTube’s operations, strategy, and growth. This includes product development, content partnerships, and business operations.
What is Neal Mohan’s education?
Neal Mohan holds a bachelor’s degree in electrical engineering from Stanford University (1996) and an MBA from the Stanford Graduate School of Business (2005).
Sirona, a leading feminine hygiene brand, has been bought back by its founders, Deep and Mohit Bajaj, from the financially troubled Good Glamm Group. This buyback, valued between INR 150 crore and INR 180 crore, comes after Good Glamm faced significant debt and decided to offload several brands, including Sirona. The move allows Sirona to return to its original founders, enabling them to refocus on growing the brand independently.
Good Glamm’s Financial Troubles
The Delhi-based Good Glamm Group, which became a unicorn in 2021, has struggled with a debt exceeding INR 500 crore, despite once being a major player in the D2C space. Along with this, the company faced executive exits and challenges in scaling its acquisitions. As part of its efforts to streamline operations and raise funds, Good Glamm sold off some of its brands, with Sirona being one of the key sales.
Deep and Mohit Bajaj, the founders of Sirona, had originally sold their company to Good Glamm in 2022 for INR 450 crore. However, due to shifting priorities at Good Glamm, the Bajaj brothers decided it was the right time to reacquire Sirona and lead its next phase of growth. This marks a full-circle moment, with Sirona returning to its roots under the leadership of its original founders.
The reacquisition signals a strategic shift, allowing Sirona to pivot back to its original vision. With the founders back in charge, Sirona aims to expand its range of feminine hygiene products, including menstrual cups and period pain relief items, and increase its presence in India’s growing femtech market.
Looking Ahead: Sirona’s Future
Sirona’s buyback from Good Glamm comes at a time when the femtech industry is experiencing significant growth. Consumers are increasingly looking for sustainable and eco-friendly feminine hygiene products. With Sirona’s renewed focus on innovation and product expansion, the company is well-positioned to capture a larger share of the market.
The Bajaj brothers plan to introduce new products and expand their customer base, both in India and internationally. This buyback is also an opportunity for Sirona to emphasise its core values, which include quality and customer trust.
The future of Sirona looks bright as it seeks to capitalise on the growing demand for sustainable feminine hygiene products. With control back in the hands of its founders, the brand can continue to innovate and expand its product offerings while maintaining its focus on women’s health.
Looking ahead, the Sirona buyback could signal a new wave of consolidation and growth within the femtech and D2C sectors in India. Startups that specialise in niche products like feminine hygiene are expected to see increasing consumer interest as awareness around women’s health and hygiene continues to rise. Sirona’s future success will depend on its ability to utilise its strong brand identity, innovation, and understanding of its target audience.
Nitin Konde
