Rubina Rashid Ali with artisans (Source: Instagram)
Phool Patti embroidery or applique work has been the forte of women of Aligarh and Rampur regions of Uttar Pradesh since the Mughal period.
Rubina Rashid Ali from Aligarh told Awaz-the Voice that after she realised that women who are preserving this art were not getting due remuneration, she took up the cause of popularising this art form.
Rubina Rashid Ali works in the administrative department of Aligarh Muslim University. She lives on the AMU campus with her three children and husband. She did her Masters in Advertising and Communication from the National Institute of Advertising, Delhi.
Rubina Rashid Ali told Awaz-The Voice that she has been interested in ‘Phool-patti’ work and embroidery since 2003. However, only after becoming stable in her studies, job, and family life, did she dedicate her time and energy to promote it in 2019. She got connected to women who are into applique style. Now they take orders online and deliver them with their team on a contract basis.
Rubina Rashid Ali told Awaz-The Voice that women are mainly engaged in making articles with embroidery, while men take orders. This drained the earnings as a big part of the profit went to the middlemen.
“This craft suffers from a lack of design intervention and diversification and has to catch up with the contemporary aesthetics,” she said.
Rubina Rashid Ali said that the book Phool-Patti Ka Kaam is the first publication on this unique embroidery form. Phool-Patti Ka Kaam is the story of embroidery told through glimpses of Saleha Khan’s work with artisan women and girls during the 1970s and 1980s.
A beautifully illustrated book, it traces its background and scope. it takes us through the array of different floral patterns, designs, and materials. It covers experiments with ornamentation and innovations, including its use on various garments and home décor. And most importantly, it provides a glimpse of the artisans of Aligarh
This book is for art connoisseurs and those who appreciate, learn, promote, explore, and experiment with this unique applique style.
Apart from being a useful resource for craft lovers, the book aims to generate interest among designers, entrepreneurs, and policy planners to further the scope, popularity, and prospects of Phool-Patti, while ensuring a fair share of economic benefits and recognition for its artisans.
Rubina Rashid Ali told Awaz-the Voice that the suitable combination of flower leaf work with other crafts like Chinkara, Gota Patti work, hand-painting, tie and dye, Mukesh work, etc. needs to be widely explored in different colour palettes.
Product diversification not only in clothing and fashion accessories but also in home decor, lifestyle-based products, corporate gifts, souvenirs, etc. ensures its wide reach and penetration in various segments.
In the era of easy availability of fabrics, many people are interested in spending extra money for handmade applique work.
Rubina Rashid said that the original cotton, cambric cotton, Kota cotton, etc. are used for embroidery. However, these days it is also being done on Chanderi silk which is a unique silk from Madhya Pradesh. To promote the flower-leaf embroidery, she does new experiments every day in which sometimes she does the flower-leaf work using crochet, and sometimes other types of embroidery so that she can make that piece even better.
Rubina Rashid Ali and her artisans make articles like ladies’ kurtas, saree, dupatta, etc. for sale. She says this work involves designing it on fine fabric, cutting and skilfully folding these before shaping each piece into small petals and leaves by embroidering on the cloth.
This special applique work finds limited mention in the collection of Indian and global embroidery forms.
Rubina Rashid Ali prepares all her designs and also takes full care of the welfare of the artisans working with her. Rubina Rashid Ali told Awaz-The Voice that she exhibited her works at Delhi Haat, Kolkata Bazaar, Bangalore, Rajasthan, Kota, etc. She found people appreciated her work.
Rubina Rashid Ali told Awaz-The Voice that over time, crafts have become an integral part of the socio-cultural aspect of the country. Unfortunately, in the last few years, many crafts have reached the verge of extinction as fast fashion brands are dominating the market with their easily available cheap clothing options.
source: http://www.awazthevoice.in / Awaz, The Voice / Home> Story / by Onika Maheshwari, New Delhi / January 12th 2025
Muslim Mirror, in collaboration with the Minority Media Foundation, has released its highly anticipated list of the“100 Most Influential Indian Muslims of 2024.” This initiative, celebrated as a benchmark of excellence, acknowledges the remarkable contributions of Indian Muslims across various fields, showcasing their leadership and societal impact on a national scale.
A Mission to Shift Narratives
The project aims to counter the negative portrayal of Muslims often propagated by corporate-funded media serving political agendas. By curating this list, Muslim Mirror presents a positive narrative, celebrating the vibrant and diverse contributions of Indian Muslims to the nation’s development and society.
Comprehensive and Inclusive Representation
The selection process emphasizes inclusivity and diversity, representing achievers from Kashmir to Kanyakumari and Assam to Gujarat. The list spans a wide array of sectors, including politics, religion, activism, literature, entrepreneurship, academia, sports, and entertainment.
In an effort to reflect the broad spectrum of the Muslim community, individuals from all sects—Barelvis, Deobandis, Ahle Hadith, Shias, Bohras, and others—have been recognized. The selection underscores the community’s rich cultural and social diversity.
Spotlighting Leadership and Impact
The list features leaders from prominent Muslim organizations and unsung heroes who have made unparalleled contributions in their respective domains. Special attention was given to young achievers, whose recognition aims to inspire future generations of leaders.
Notably, the initiative also includes individuals facing legal challenges and imprisonment, underscoring the principle that they are accused, not convicted. This approach highlights their contributions despite the adversities they face, reaffirming the importance of justice and fairness.
A Rigorous and Ethical Selection Process
Selecting 100 individuals from a community of over 200 million posed significant challenges. Extensive consultations with grassroots representatives across India informed the process. A team of experts finalized the list, which is presented in alphabetical order due to the absence of a ranking mechanism.
While the team strived for accuracy and fairness, they acknowledged the possibility of unintentional exclusions. Readers and stakeholders are encouraged to provide suggestions for deserving individuals to be included in the 2025 list. To maintain ethical standards, members of the Muslim Mirror team and the Minority Media Foundation were not considered for the list.
The Muslim Mirror 100 serves as a testament to the exceptional contributions of Indian Muslims in shaping the nation. By shining a light on their achievements, the initiative not only celebrates their successes but also fosters a sense of pride and inspiration within the community.
As the list continues to evolve, it stands as a powerful reminder of the resilience, talent, and leadership within the Indian Muslim community, setting the stage for even greater accomplishments in the years to come.
source: http://www.muslimmirror.com / Muslim Mirror / Home> Big Story> Indian Muslim> Positive Story / by Muslim Mirror / January 03rd, 2025
In 2023, Riyadh was bustling with activity, its skyline shimmering with ambition and progress. It was here, amidst the city’s dynamic rhythm, that an unexpected journey began for me.
A gentleman added me to a WhatsApp group organised by RIFAH – a platform fostering entrepreneurship and collaboration. The group consisted of a team of businessmen travelling from India to attend the prestigious BIG5 Construct event in Saudi Arabia. My role? To guide and assist the team during their time in Riyadh, ensuring their experience was seamless and fruitful.
The days leading up to their arrival were filled with online discussions, meticulous planning, and an exchange of ideas. The more we interacted, the more my curiosity grew about meeting this group of Indian entrepreneurs in person. Among them, one name stood out – Dr. Mohd Aslam, the founder and CEO of Bakka Bags. His story, I had heard, was extraordinary: a Madrasa student turned BUMS doctor, now a thriving businessman.
When the team finally arrived in Riyadh, I eagerly met each member, but Dr. Aslam was nowhere to be found. I learned that, upon landing, he had immediately travelled to Dammam to visit relatives. The anticipation of meeting him only grew stronger.
The following day, our paths finally crossed. Dr. Aslam’s demeanour was calm yet commanding, his presence exuding both humility and confidence. In our brief but memorable meeting, I began to see glimpses of the journey that had brought him here – a journey of resilience, transformation, and boundless ambition. Little did I know that this encounter would inspire me to delve deeper into his incredible story, one that began in a small Madrasa and led to the bustling streets of Riyadh as a visionary entrepreneur.
Dr. Aslam was unlike any other businessman I had met. Down-to-earth and remarkably humble, he exuded simplicity in both his demeanour and approach. Despite not being a typical “Alig,” he proudly added “Alig” to his name, reflecting his deep connection to Aligarh Muslim University. Within a short span of time, our interactions grew meaningful, and we delved into discussions about his professional journey and his contributions to the Students Islamic Organisation (SIO) during his days at Chaukonia, Aligarh, and AMU.
What struck me most about Dr. Aslam was his genuine passion for balancing his professional success with community service. As I was preparing to re-start my writing journey focusing on young entrepreneurs, I knew his story had to be the first chapter. Our initial conversations laid the groundwork, but it wasn’t until a year later, in 2024, when I returned to India, that we explored his inspiring journey in greater detail.
From Madrasa to University
Dr. Aslam’s educational journey began with home-schooling and continued at Jamia Misbahul Uloom Chaukonia (Siddharth Nagar) branch of Jamiatul Falah, a renowned madrasa in Uttar Pradesh. Here, he gained a strong foundation in Islamic education, actively participated in extracurricular activities, and demonstrated his leadership skills as the editor of the madrasa’s students magazine.
In 2005, he took a significant step forward by enrolling in the Bachelor of Unani Medicine and Surgery (BUMS) programme at AMU. The transition from a traditional madrasa to the dynamic environment of AMU marked a transformative phase in his life. At AMU, he not only pursued academic excellence but also deepened his commitment to creating opportunities for others, laying the groundwork for his future entrepreneurial ventures.
This seamless blend of traditional and modern education shaped Dr. Aslam’s vision and resilience, qualities that would later define his remarkable journey as an entrepreneur and leader.
From AMU to Entrepreneurship
During his time at AMU, Dr. Aslam ventured into student politics, participating in the union election. Though he lost the battle, the experience enriched his understanding of leadership and resilience. Balancing academics and a budding entrepreneurial spirit, Dr. Aslam avoided asking his parents for financial support. Instead, he ventured into selling locks, mobile phones, and other small items. While his lack of business experience led to some losses, these early challenges became valuable lessons in perseverance and adaptability.
Despite the demands of running a side business, Dr. Aslam remained committed to his education. Balancing the two was a challenging feat, but his determination saw him through. In 2011, he completed his BUMS degree and began a six-month internship at a district hospital in Lucknow. It was during this phase of his life that he got married, a significant milestone that brought new responsibilities. For the remaining six months of his internship, he returned to AMU Hospital in Aligarh, continuing to hone his medical skills.
By the end of his internship, Dr. Aslam made a pivotal decision – to forgo higher education in medicine and explore new opportunities. This decision took him on a journey to Mumbai and eventually to Pune, where he enrolled at Symbiosis International University for a one-year postgraduate diploma in Emergency Medical Services (PGDEMS).
This period of his life marked a transition, where he began to blend his medical knowledge with his growing interest in entrepreneurship. The challenges he faced and the decisions he made during these formative years laid the foundation for his future as a successful businessman. Dr. Aslam’s journey is a testament to resilience, adaptability, and the courage to carve one’s path, even in the face of uncertainty.
Breaking Boundaries – The Unconventional Path
After completing his education and internship, Dr. Aslam, along with his wife – also a BUMS graduate – took the bold step of starting a clinic in Mumbai. For six months, they worked tirelessly to serve their patients, but the experience brought ethical dilemmas. Dr. Aslam and his wife were adamant about avoiding malpractices that had seeped into the profession, such as commissions and unethical practices. Staying true to their values, they decided to close the clinic.
However, the closure wasn’t just about ethics. During his time at AMU, Dr. Aslam had developed a strong desire to create employment opportunities for youth, especially in Uttar Pradesh, where unemployment remained a persistent issue. While a clinic could eventually provide such opportunities by growing into a hospital, the process would take years, and the impact would be limited. Driven by this vision of empowering deserving young people through meaningful work, Dr. Aslam made the bold decision to pivot entirely.
He chose to venture into business – a field neither related to his medical education nor rooted in his family’s legacy. It was an uncharted territory, and many saw it as an odd choice. While his wife and brother supported his decision, his father was deeply disappointed. For his father, leaving the noble profession of medicine for business seemed like a step backward, even a betrayal of the path Dr. Aslam had worked so hard to achieve.
Despite this opposition, Dr. Aslam stood firm. His conviction to create a larger social impact through business outweighed the personal and societal expectations tied to his identity as a doctor. This marked the beginning of an extraordinary journey, one that would see him transition from a healer of individuals to a creator of opportunities, taking bold risks to transform lives on a larger scale.
Building Dreams from Scratch
Dr. Aslam’s journey into entrepreneurship began with a bold and unconventional decision: venturing into the manufacturing of trolley bag shells. With no prior experience in business and a dream to create employment opportunities, he poured his heart, soul, and resources into setting up a factory. But reality struck hard. The business suffered massive losses, leaving him burdened with debts and no easy way to turn back.
There were moments of doubt when the thought of returning to the medical profession crossed his mind. Yet, the passion to create jobs and uplift others anchored his resolve. Instead of giving up, Dr. Aslam embarked on a relentless quest for self-improvement. He spent four months scrutinising every mistake, analysing every decision, and making necessary corrections. It was a period of sleepless nights, unyielding effort, and an unshakable belief that his vision could become a reality.
The tide eventually turned. Slowly but surely, the business began to generate profits, marking the start of his success story. The first tangible milestone came 1.5 years later when he purchased his first scooter – a modest yet deeply symbolic achievement. Those who had once criticised his decision to leave medicine and venture into business began to change their opinions, acknowledging the fruits of his perseverance.
From that point, there was no looking back. As the business grew, so did its footprint. From a small 720-square-foot facility, the operation expanded to a 1200-square-foot space in Mumbai East. The journey didn’t stop there; it scaled further to 2400 square feet and eventually to a 3600-square-foot factory. Each expansion was a testament to Dr. Aslam’s determination, resilience, and unwavering commitment to his mission.
Today, his factory stands not only as a symbol of his entrepreneurial success but also as a beacon of hope and opportunity for others – a dream fulfilled through sheer grit and a passion to make a difference. Dr. Aslam’s journey from a struggling start to a thriving business is a story of perseverance, vision, and the courage to defy the odds.
From Businessman to Author then to Mentor
In 2018, while managing his trolley bag manufacturing business, Dr. Aslam ventured into another entrepreneurial endeavour. This second business, which he later handed over to his younger brother, marked another milestone in his journey. Around this time, Dr. Aslam’s association with RIFAH began, a decision that would profoundly shape his trajectory.
Before the onset of the COVID-19 pandemic, he joined RIFAH, a platform for business networking and mentorship. Post-pandemic, he became more active in the organisation and eventually rose to the position of President for Maharashtra state. Under his leadership, RIFAH became a powerful catalyst for his personal and professional growth. Dr. Aslam began exploring international markets, travelling to the UAE, Saudi Arabia, and China to expand and diversify his business ventures.
One of the most pivotal pieces of advice he received during this phase came from experienced business leaders: to hire a consultant to streamline and enhance his operations. Initially, he signed a 12-month contract with a business consultant. Seeing the significant improvements, it brought to his business, he extended the contract for another year. During these two years, Dr. Aslam not only improved his business acumen but also learned strategies and insights that transformed the way he approached entrepreneurship.
Recognising the value of these lessons, Dr. Aslam felt a deep urge to share them with others. “What I’ve learned,” he thought, “should be accessible to every businessman and entrepreneur.” This realisation led him to channel his experiences and knowledge into writing. The result was 30 Business Hacks, a practical guide filled with key strategies and lessons from his journey. The book, written in both English and Hindi, became a testament to his mission of empowering others through knowledge.
Dr. Aslam’s evolution from a struggling entrepreneur to a successful businessman and mentor highlights his unrelenting drive to not only build his own ventures but also inspire and uplift others in the entrepreneurial community. His journey stands as an example of how resilience, learning, and the willingness to share can create ripples of positive change.
BAKKA: A Brand Born of Vision and Persistence
For years, Dr. Mohd Aslam focused on manufacturing raw materials for the luggage industry, quietly building his expertise in the sector. But he wasn’t content to remain behind the scenes. A bold vision began to take shape: creating his own brand of luggage. With this in mind, he registered the name “BAKKA” and launched his very own line of bags.
The journey didn’t stop there. Recognising the potential for growth, Dr. Aslam expanded his operations to include the manufacturing of other accessories used in the luggage industry. This diversification not only brought stability to the business but also ensured its sustainability. Within a short span of time, BAKKA became synonymous with quality and reliability, steadily carving its niche in a competitive market.
To support this growth, Dr. Aslam established a dedicated manufacturing unit in Lucknow for bag production. His two younger brothers took charge of managing the unit, embodying the values of trust and collaboration that he held dear. Dr. Aslam didn’t just involve his immediate family; he became a source of inspiration for his cousins, friends, and even the local youth. Through his own story, he demonstrated that entrepreneurship begins with small steps and can lead to extraordinary achievements.
What started as a one-man operation with a single employee has now grown into a thriving team of 20 dedicated individuals. For Dr. Aslam, this team isn’t just a workforce; they’re family. Together, they’ve built a business rooted in shared goals, mutual respect, and a collective drive for excellence.
Dr. Aslam’s journey with BAKKA is more than a business success story; it’s a movement. From motivating his relatives to guiding general youth, he’s on a mission to show that with determination, resilience, and the right mindset, anyone can transform a small idea into something remarkable. As BAKKA continues to grow, so does Dr. Aslam’s dream of empowering others to embark on their own entrepreneurial journeys and achieve greatness.
This remarkable blend of intellect, humility, and dedication to community welfare makes Dr. Aslam’s story one of inspiration – a journey that began in the quiet corridors of a Madrasa and led to the world of entrepreneurship, where he now stands as the founder and CEO of Bakka Bags.
Dr. Aslam’s journey began as a solitary endeavour, driven by a vision that extended far beyond personal success. With unwavering determination and a commitment to ethical principles, he laid the foundation for a small empire that would stand as a testament to his resilience and purpose. However, his journey was never just about his own achievements; it was equally about empowering others to realise their potential.
One such story reflects his profound impact. Dr. Aslam guided an aspiring entrepreneur to launch a business, which today provides employment to over 16 individuals. This is just one of many lives he has touched. Through mentorship and support, he has been instrumental in nurturing numerous start-ups and young entrepreneurs, enabling them to transform their dreams into reality. His legacy is not merely in the empire he built but, in the lives, he uplifted and the ripple effect of opportunity he created for generations to come.
source: http://www.radiancenews.com / Radiance News / Home> Entrepreneurship> Features> Focus / by Syed Azharuddin, Radiance News Bureau / January 01st, 2025
To retain talented expatriates working in the Kinddom, Saudi Arabi has granted citizenship to two Indians – Dr Shamim Ahmad Butt and Faraz Khalid. The two are in the first batch of outsiders who have been given this privilege. Others include young professionals from France, Singapore and Lebanon.
This comes in the wake of a royal decree issued on July 4 that aims to grant Saudi citizenship to individuals with exceptional talents in various fields and is also in line with the Saudi Vision 2030 which aims to foster an environment that attracts, invests in, and retains exceptional creative minds, the local media reported.
Dr Shamim Ahmad Butt is the Deputy Head of the Emergency Department at King Saud Medical City, Riyadh.
Dr Butt is accredited by the Saudi Commission as a resident of the Saudi Council of Emergency Medicine.
He is also the winner of the 2007-2008 Zonn Perkin Gold Medal for Emergency Research.
Faraz Khalid, CEO of Noon holds an MBA in entrepreneurial project management from the Wharton School of the University of Pennsylvania.
He serves as the CEO of Noon, co-founded Namshi, and has been instrumental in the creation, launch, and expansion of the e-commerce platform.
According to Saudi Gazette Newspaper as per a Royal decree, Saudi citizenship can be granted to scientists, medical doctors, researchers, innovators, entrepreneurs, and distinguished talents with unique expertise and specializations.
The announcement aligns with the Kingdom’s initiative to attract experts and exceptional global talents in religious, medical, scientific, cultural, sports, and technological fields.
This move supports Saudi Arabia’s Vision 2030 goal of creating an attractive environment that fosters retention and investment in exceptional creative minds.
This decree is an extension of the Kingdom’s ongoing efforts to attract prominent talents whose expertise contributes significantly to economic development, health, culture, sports, and innovation.
Asharq Al-Awsat newspaper reported on several notable individuals who have been granted Saudi citizenship by the recent royal decree. Among them is Mehmood Khan, an American and the CEO of the Hevolution Foundation, recognized for his contributions to the health sciences.
Jackie Yi-Ru Ying, an American scientist of Singaporean origin, has also been granted Saudi citizenship. Ying was the founding Executive Director of the Institute of Bioengineering and Nanotechnology in Singapore and currently leads the NanoBio Lab.
Lebanese scientist Niveen Khashab has been honored with Saudi citizenship for her advanced scientific expertise and contributions to bioengineering and nanomaterials. Khashab is a founding member of King Abdullah University of Science and Technology (KAUST) and has been an Associate Professor of Chemical Sciences and Engineering there since 2009.
Noreddine Ghaffour, a French scientist, has been recognized for his expertise in environmental science and engineering, particularly in desalination technologies. Holding a PhD in membrane separation techniques from the University of Montpellier, Ghaffour is a Professor at KAUST.
source: http://www.awazthevoice.in / Awaz, The Voice / Home> Stories / posted by Aasha Khosa, ATV / July 11th, 2024
Mirza Ismail, who was born to Persian parents, wrought a civic revolution in four Indian cities during the 1940s.
Prime Minister Sir Mirza Ismail (centre) of Hyderabad state, 1948 | Commons
Between 1926 and 1948, Mysore, Bangalore, Hyderabad and Jaipur enjoyed the attention of ‘serial Diwan’ Mirza Ismail. Born in 1883 to Persian parents, Ismail grew up in Bangalore, where he would return in his final years, passing away in 1959.
From the age of 43, Mirza Ismail was appointed as diwan successively by the Maharaja of Mysore (1926–41), the Nizam of Hyderabad (1942–46) and the Maharaja of Jaipur (1946–47). These rulers, like the Mughal badshahs, respected and honoured their engineers and townscapists. Mirza Ismail was to them what Ali Mardan Khan, the brilliant Persian engineer who laid out the plans for the Lahore and Delhi canals, had been to Shah Jahan.
In Jaipur, the ruler commemorated him by naming a road after him, just like architect Edwin Lutyens’ engineers Hugh Keeling and Alexander Rouse had two major roads in New Delhi to their names (later changed to Tolstoy Marg and Deen Dayal Upadhyay Marg, respectively), even though Edwin Lutyens and architect Herbert Baker themselves were apportioned obscure lanes.
There were some princes, in whose states aesthetic values meshed with their eagerness to adopt innovations to improve urban and rural areas. But Mirza Ismail never felt it was enough. In My Public Life: Recollections and Reflections (published in 1954), he wrote: “Administrations in India, with hardly any exception, have taken little or no interest in the improvement of their cities and towns; the villages, of course, need hardly be mentioned. Look at the great open spaces in crowded London – or in Paris. How many cities in India can boast of such parks? The municipalities are apt to spend their income, not on sanitation and the necessary amenities of life, but on educational institutions which it is the duty of the States’ Governments to provide. Public parks and private gardens may not be the most important amenities, but they are necessary to a full and happy life. The beautification of our towns and cities must be a continuous process… Unfortunately, just as nature abhors a vacuum, so do our municipalities abhor open spaces. They are not satisfied until all are built upon…It is to my mind obligatory for the administration to provide for the recreation and enjoyment of the people, especially the poorer classes, and enable them to enjoy themselves without expense. I have tried to do this wherever I could — in Mysore, Jaipur and Hyderabad.”
Making Bangalore beautiful
If M. Visvesvaraya, as Diwan of Mysore (1912–19), made Bangalore (now Bengaluru) an industrial city, then Mirza Ismail made it a beautiful one, with the Lalbagh and the streets lit by chandelier lamp posts. An interesting story about him goes that he did not simply glance around to check if things were in good condition – he would lift the corner of a carpet to see if the floor had been swept. Mysore still proudly flaunts the label of ‘The Garden City of India’.
His brief spell in Jaipur wrought a civic revolution. An article in the New York Times in 1942 remarked that Jaipur had been a picture of neglect, but after two years of Mirza Ismail’s sojourn, it was “more thoroughly transformed and improved than New York after Robert Moses got through with it.’ (Robert Moses, a contemporary of Mirza Ismail, was himself compared to Baron Haussmann, who transformed Paris in the 1860s). “Reconstruction, new parks, new buildings, restorations and improvements of all kinds are now going on at an amazing pace for India. The city swarms with workers as busy as bees,” Ismail wrote in his book.
He continued, “Money is meant to be spent reproductively, not to be hoarded. If I had not constructed the new offices and new bungalows and made many other improvements in Jaipur, it would probably not have been chosen under the new dispensation as the capital of Rajasthan.”
The illustrious photographer Cecil Beaton, after visiting Jaipur, spoke highly of Ismail in his praise for the city: “Nowhere else in the world have I seen such brilliant and robust colours used to produce an effect so refined and subtle. Sir Mirza is the arch-enemy of corrugated iron sheets, brass bands (Indian) and of almost everything else that is crude and vulgar. The money he spends is put into circulation and is used as a means of getting rid of unhygienic conditions and sources of disease. Already the metamorphoses he has achieved in a short time are incredible, but his plans are as countless as his inspirations.”
But Mirza Ismail was too astute a person not to see the writing on the wall. “Governments in the East,” he reflected, “do not enjoy the confidence and respect of the public they serve. Our countries so easily become the paradise of the professional politician.”
This article is the sixth of aneight-part series on ‘Reading A City’ withSaha Sutra on www.sahapedia.org, an open online resource on the arts, cultures and heritage of India.
Dr Narayani Gupta writes on urban history, particularly that of Delhi. Views are personal.
Prof. S.M. Khan, Department of Psychology, Aligarh Muslim University delivered a talk on “Feasibility of Project Management – Generative AI”, at Hindustan Institute of Management & Computer Studies (HIMCS), Sharda University, Farah, Mathura.
Prof. Khan delved into the practical applications of GenAI in various facets of project management, including risk management, resource allocation, project planning and scheduling and communication and collaboration throughout the project lifecycle.
source: http://www.radiancenews.com / Radiance News / Home> Latest News> Report / by Radiance News Bureau / December 28th, 2024
Staque, a global leader in artificial intelligence, quantum computing, and advanced technology solutions, have signed a landmark Memorandum of Understanding (MoU) with Thumbay Group’s Gulf Medical University (GMU) and its Thumbay College of Management and Artificial Intelligence in Healthcare (TCMAIH). This strategic partnership aims to revolutionize the integration of artificial intelligence and quantum computing into healthcare education, training, and research, with far-reaching implications for the region’s healthcare and technology sectors.
Founded by Dr. Thumbay Moideen in 1997, Thumbay Group is a diversified international business conglomerate with operations across different verticals including Education, Healthcare, Medical Research, Diagnostics, Retail Pharmacy, Health Communications, Retail Opticals, Wellness, Nutrition Stores, Hospitality, Real Estate, Publishing, Technology, Media, Events, Medical Tourism, Trading and Marketing & Distribution. Headquartered in Dubai, the group presently employs around 3000 people.
The MoU establishes a collaborative framework to harness the transformative potential of AI in healthcare, focusing on both academic innovation and practical applications. This collaboration aligns with the UAE’s vision for technological leadership and aims to position GMU and Staque at the forefront of global healthcare advancements.
Driving AI Innovation Through Strategic Partnership
The agreement outlines several groundbreaking initiatives, including:
● Thumbay-Staque Lab in Artificial Intelligence: This state-of-the-art lab, to be established at GMU’s campus, will serve as a hub for cutting-edge research and practical applications of AI in healthcare, focusing on areas such as diagnostics, personalized medicine, and healthcare operations.
● Internship and Employment Pathways: Staque will facilitate internships, short placements, and employment opportunities for TCMAIH students, fostering UAE Nationals’ empowerment and integrating local talent into the global healthcare technology landscape.
● Collaborative AI Programs: Together, Staque and GMU will develop fellowship, short-term, and long-term programs in healthcare AI, leveraging a revenue-sharing model to promote sustainability and scalability.
● Joint High-performance Computing Research Initiatives: The partnership will support joint research projects through the Thumbay International Research Grant, targeting high-impact areas in AI, quantum computing and healthcare.
● Global Collaboration and Expertise Sharing: Faculty and staff exchanges will enhance knowledge transfer, while industry partnerships will drive regional and international expansions of TCMAIH’s and Staque’s initiatives.
Dr. Thumbay Moideen, Founder President of Thumbay Group UAE, commenting on the partnership said, “Our partnership with Staque is a natural extension of our commitment to advancing healthcare education and practice. By integrating AI into our curriculum and research initiatives, we are empowering our students and faculty to become leaders in a rapidly evolving healthcare ecosystem.”
Dr. Muhammad Khan, CEO of Staque, expressed his enthusiasm for the partnership, stating, “This collaboration marks a pivotal moment in merging AI and healthcare education. By establishing the Thumbay-Staque Lab, we are taking significant steps toward a future where AI drives meaningful improvements in patient outcomes, operational efficiencies, and healthcare innovation.”
Transforming Healthcare Through AI
Staque’s extensive expertise in AI, quantum computing, and robotics complements GMU’s reputation for academic excellence. This partnership aims to tackle critical challenges and unlock opportunities across healthcare and education, including:
● AI-Powered Diagnostics: Tools for early disease detection and personalized treatment planning, using advanced algorithms and quantum computing to process vast datasets with unparalleled speed and accuracy.
● Adaptive Learning Systems: AI-driven systems to create personalized educational experiences for healthcare professionals, addressing skill gaps and enhancing training efficiency.
● Healthcare Operations Optimization: Autonomous intelligence solutions to streamline administrative workflows, reduce inefficiencies, and enhance the overall patient experience.
“Medical research and practices are ripe for innovation. Accuracy, accessibility and affordability issues have a critical impact on global health care. The adoption of AI and quantum computing are essential to address these issues” said Dr. Raees Tonse, Staque Board Member who catalyzed the partnership.
The Thumbay-Staque partnership also explores regional and international opportunities for expanding AI and quantum computing programs, enabling students and professionals to access world-class resources and tools. These initiatives will not only strengthen the UAE’s position as a global innovation hub but also set new benchmarks for integrating emerging technologies into healthcare systems.
About the Partners
Thumbay Group and Gulf Medical University
Thumbay Group, a leading private conglomerate in the UAE, operates Gulf Medical University (GMU), a premier institution recognized for its excellence in medical education, research, and healthcare delivery. The Thumbay College of Management and Artificial Intelligence in Healthcare (TCMAIH) is dedicated to marrying technology and medical education, ensuring students and health care professionals are equipped to thrive in a technology-driven healthcare landscape.
Staque Solutions
Staque Solutions bridges the gap between cutting-edge computer science and real-world business needs. With expertise spanning AI, blockchain, quantum computing, and software engineering, Staque empowers organizations to thrive in an era of rapid technological advancement through its autonomous intelligence and high-performance computing solutions. Founded in Calgary, Canada, Staque has grown into a global organization with presence in North America, the GCC, and Asia.
source: http://www.english.varthabharati.in / Vartha Bharati / Home> Gulf / by Vartha Bharati / December 26th, 2024
Dr Hifzur R. Siddique, Department of Zoology, AMU, has been included as a part of the world expert consensus on the strategy to diagnose and treat NUT carcinoma
Aligarh:
Dr Hifzur R. Siddique, Department of Zoology, Aligarh Muslim University, who has been doing research on cancer for the last several years, has been included as a part of the world expert consensus on the strategy to diagnose and treat NUT carcinoma.
Dr Siddique is the only Indian to become the part of 101 scientists from different countries, including USA, UK, China, Italy, Sweden, Portugal, Spain, Greece, Austria, Singapore, Egypt, and Russia to work on the NUT Carcinoma, which was first reported in 1991. It is a rare and highly aggressive malignancy with a dismal prognosis and a median survival of 6-9 months only.
Dr Siddique pointed out that ‘Nuclear protein of the testis’ (NUT) carcinoma is a rare and highly aggressive malignancy characterised by the rearrangement of the NUT midline carcinoma family member 1 (NUTM1) gene and less than 200 cases are diagnosed in the US each year.
He said standardised strategies for its diagnosis and treatment remained unavailable, underscoring the need for an expert consensus. To address this gap, the scientific team prepared this consensus for the diagnosis and treatment of NUT carcinoma. The team comprised medical oncologists, radiation oncologists, surgical oncologists, pathologists, nurses, molecular biologists, statisticians, and bioinformatics specialists.
The AMU researcher mentioned that the team developed the expert consensus on diagnosing and treating NUT carcinoma using a multidisciplinary approach and the guideline provides eight recommendations, addressing epidemiological characteristics, clinical and imaging manifestations, pathological findings, IHC features, molecular mechanisms and subtypes, prognosis, diagnosis, and treatment strategies for this cancer. Furthermore, an international platform has been established to disseminate NUT carcinoma knowledge and patient recruitment, providing patients and healthcare providers’ access to NUT carcinoma-related information and updates on clinical trial recruitment.
source: http://www.radiancenews.com / Radiance News / Home> Latest News / by Radiance News Bureau (headline edited) / December 26th, 2024
A new biography looks into Akbar’s life to draw some inspiration on how to manage the boardroom. The third Mughal emperor was always thinking on his feet, one step ahead of friend and foe; but he also knew that force had to be tempered with tolerance, and confidence with caution.
Akbar’s Tomb in Sikandra, Agra | Photo Credit: cinoby
Even as elements in the right-wing have made attempts to nibble at the great Jalaluddin Akbar, historians and authors have taken it upon themselves to project the third Mughal emperor clothed in nothing but facts of history.
Around the time of COVID-19, Ira Mukhoty came out with her exhaustive biography, Akbar The Great Mughal: The Definitive Biography (Aleph). It came on the heels of Manimugdha S. Sharma’s Allahu Akbar: Understanding the Great Mughal in Today’s India (Bloomsbury) where the author, as the title suggests, made an attempt to see the Mughal monarch in the light of modern-day developments.
The books show why Akbar is considered an Indian icon and a king with compassion and empathy. Instead of spending his childhood as a royal prince, practising calligraphy and honing his skills with the sword, Akbar lived those years, as Mukhoty writes, “in the company of his beloved animals and their keepers…He raced pigeons, ran alongside camels and dogs, and hunted cheetahs, lions, tiger, and deer. And Akbar tested his physical strength and courage against wild elephants, learning to ride and to tame them.”
Akbar had grown up practically illiterate but would eventually be “known for his reverence for learning, penmanship, books…and would patronise some of the most extraordinary works of writing, translation and illustration ever undertaken in the country,” Mukhoty points out.
This quest for knowing the unknown led Akbar to build Ibadat Khana, an assembly of scholars of different religions. Akbar’s congregation of men of spiritual accomplishment was the work of a truly liberal mind. At a time when the Safavids were persecuting non-Shias in Iran and Europe had no space for non-Christians, Akbar invited them all. He abolished the religious tax, jiziya, for non-Muslims and did away with the pilgrimage tax on Hindus and was known to prevent Sati. As Sharma quotes Abul Fazl in Allahu Akbar, “The Shahenshah in his wisdom and tolerance remitted all these taxes, which amounted to crores. He looked upon such grasping of property as blameable and issued orders forbidding the levy thereof.”
In simpler words, it meant, as Sharma writes, “The state wouldn’t come in between an individual and his faith.”
Beyond religion
Yet Akbar’s relevance goes beyond the sphere of religion as noted journalist and author Shazi Zaman discusses in his latest, Akbar The Great CEO: The Emperor’s 30 Rules of Leadership. Published by Speaking Tiger, the book has a contemporary, and non-historic feel to it. In its innovative approach lies its appeal. Zaman presents Akbar as a practitioner of some dictates which would do a management guru proud. Interestingly, the book opens with the words of a Jesuit priest stationed at Akbar’s court. The priest wrote in awe, “He was a prince beloved of all, firm with the great, kind to those of low estate, and just to all men, high or low, neighbour or stranger, Christian, Saracen or Gentile; so that every man believed that the King was on his side.” The priest’s words were borne by the fact that Akbar, as Zaman writes, “perfected the art of ruling with a light touch even though he had the means to be brutal.”
The surprise factor
So what were the 30 rules of Akbar? Though he ruled in an age when the Emperor was often larger than life, Akbar believed in subtlety. Importantly, as his experience with the Afghan king Daud Khan Karrani proved, Akbar was not just fast in his thinking, he was unpredictable too. When he would be least expected to show up in a battle, he would take the enemy by surprise, vanquish his forces, and bring him to his knees. “When the Rubicon was to be crossed was a call that he [Akbar] took in a manner so unpredictable that his opponents could never gain an advantage by guessing it,” writes Zaman. “The Emperor’s audacity was well documented visually as well… In one painting, he is seen holding a cheetah by its ear, and in another painting, he is seen mounted on a mast elephant and chasing another across a shaky bridge built on boats.”
Zaman mentions another incident which underscores Akbar’s acuity. When a slave attacked him, Akbar knew who was behind it but chose to remain quiet.
As Zaman writes, “Even the truth has to await its moment.” Does it remind you of office boardroom meetings? Maybe. But remember this was the strategy of the Mughal emperor who was merely 21 at the time of the attack. He knew the truth, but also knew how to use it to his advantage later in life.
Little wonder then that one of Akbar’s favourite books which he also recommended to his officers was Akhlaq-i-Nasiri, a 13th century text on etiquette and way of life, which said, “The king should keep his secrets concealed, so that he can change his mind without sounding contradictory…The need to keep secrets has to be combined with the need to consult intelligent people.” Akbar did it all.
Be it his relationship with Maham Angaand Bairam Khan, or later the Rajputs, Akbar was always smart and wise.
Zaman’s book progresses like an equation in a science book as he goes on to reveal many facets of Akbar’s personality.
Cultivated image
One such aspect was the way he looked, and the way he presented himself. “Akbar’s image was cultivated, recorded and disseminated with a lot of thought. There was a message in how he dressed and looked and what he chose to be doing in the picture. Each portrait portrays a facet of his personality. It never was a picture for the sake of a picture,” writes Zaman.
Written with the brush of an artist, the book is a must-read for anyone looking for life lessons and critical values, particularly in the boardroom. The ‘illiterate’ emperor was indeed a wise man, who never “went to extremes” in any direction.
source: http://www.thehindu.com / The Hindu / Home> Books / by Zia Us Salam / December 25th, 2025
In my previous article, I featured an Ethiopian coffee export company who ran her business based on trust. This is factored in two ways; dealing with her farmers and clientele. In this day and age, we can learn a thing or two by understanding the wisdom behind why some people do the things they do, treading a harder path and not resort to shortcuts. They are in it for the long term, not focused on the short term gains. I have nothing but high regard for individuals like Medina.
Continuing a similar conversation, I have been focusing on what exactly is happening at the farm level by getting in touch with the producer directly. In this article, I talk to the owner of a coffee estate farm based in India. Sumaira gives us an insight about how her family’s coffee estate started in the late 18th century, processing techniques employed on her farm, the specialty coffee movement in India, and much more.
source: Rasulpur Coffee Estates
Can you tell me a bit about yourself and Rasulpur Coffee Estates?
I am Sumaira, the owner of Rasulpur Coffee Estates & Roasters . We are located in the Rasulpur village, Coorg district, in the hot spots of the Western Ghats, India. My entrepreneurship journey has had its shares of ups and downs. I took up a career as an interior designer and worked as a business head for a furniture empire in India. Later on, I moved to the UAE and explored the real estate industry and the coffee sector. I envisioned starting up something of my own, being from a family of coffee planters and having the self-confidence and determination to start my own business. Something clicked the moment I realized how the coffee industry is growing day-by-day.
To add, I am a fifth generation coffee planter who introduced specialty coffee at our estate. We introduced better equipments and techniques, and new processing and fermentation methods which I’ll get into a little later. A laboratory is set up for roasting and cupping to create different roast profiles and new blends at our estate. We believe in helping and encouraging our coffee community, especially the neighboring small and marginal coffee growers to analyze their coffees, and improve their harvesting and processing methods to fetch a better price for their coffee.
The journey of Rasulpur Coffee Estates started in the late 18th century when our ancestors migrated to the Western Ghats of India i.e. Coorg at the time of the British rule, as their main occupation was trading in coffee and spices. They travelled to different parts of Coorg, as they developed a liking towards coffee estates and the greenery, purchased plenty of estates, learnt the methods of coffee cultivation, and started exporting coffee to foreign countries. England was one of the major countries to which coffee was exported to from our estates in that period with the help of the Coffee Board.
We named the estate and brand ‘Rasulpur Coffee’ after the village, Rasulpur, which is on the banks of the Kaveri river in Kodagu district is named after Mr. Rasul Khan, our first generation planter. He cleared the land, started cultivation, built dams for irrigation, made the place livable and initiated agricultural works. Looking at his abilities and progress, the government named this village after him.
In time, our second, third and fourth generation planters purchased more coffee plantations and improved the methods of cultivation, processing, and introduced pulping and irrigation. An R&D team was also set up and a variety of experiments are conducted to this day. The goal here is to enhance the quality of the crops, and advance the processing and post harvesting methods. Our coffee is featured in auctions, supplied for projects, sold locally and exported to wholesalers, cafes, and restaurants. We also ferment micro lots as per requirements from our roasters and young entrepreneurs who are venturing into the coffee industry.
What kind of processing is done on the farm?
Processing on our farm is done in three different ways along with few specialty processing methods, all of which change the sweetness, body and acidity of brewed coffee. These are natural/sun dried, washed, and honey processed.
Natural/sun dried process. A natural processed coffee, also referred to as dry processed, is a traditional yet common way to process coffee today. Originating in Ethiopia, it involves drying out freshly picked coffee cherries with the seed still inside. To do this, we place the cherries on drying beds in the sun. These beds are either patios or raised drying tables. The cherries have to be rotated and turned to prevent mold, and takes about seven to eight days to ferment. During this time, the sugars and mucilage (the sticky substance that coats the seed) will latch onto the seeds, develop flavours and make them sweeter. Once the coffee is dry, a machine separates the pulp from the seed. Natural coffees are heavy bodied, and have deep, complex tasting notes. This development comes from the way the cherry ferments differently. Natural processed coffees can be difficult to replicate because of the inconsistencies in fermentation. However when done right, these coffees can also be some of the sweetest you’ll taste. It is juicy, syrupy and well worth the extra effort.
Washed process. Unlike natural, washed processed coffees are called the opposite, i.e. wet processed. In this scenario, machines called pulpers remove the seeds from the cherries before drying them. However, it is not just any cherry that gets the seed removal treatment. These cherries must have the perfect amount of ripeness to make sure they are sweet enough. To accomplish this, they go through a sorter and are segregated according to density. Once these pulpers remove the skin and pulp from the seeds, they are placed in tanks full of water. The water separates the rest of the mucilage and fruit caked onto the seed. Finally, the seeds are dried on the beds in the sun. Washed processed coffees have cleaner, and more crisp tasting notes when compared to natural processed coffees. The body of a brewed washed coffee is lighter. There is typically more brightness as well, because of a cleaner acidity that balances out the sweetness of the coffee. They are just as fruity as natural coffees, but the flavor notes are easier to differentiate.
Honey processed. This method is a combination of both natural and washed. It is a rare and demanding method, and not as commonly practiced as the previous two. However, it produces a unique cup of coffee, with flavours similar to both of the previously described processing methods. During honey processing, a pulper removes the seed from the cherry before it undergoes a drying process. However, it does not go into washing tank to remove the mucilage. That mucilage, which is what the ‘honey’ refers to stays on the seed and is now dried in the sun. The amount of mucilage left behind determines the sweetness, and there are even machines to control the amount on the seed. Like natural process, the seeds are dried on beds. The flavor components of honey coffees are varied and complex. Like washed coffees, they have lighter body and are very syrupy and sweet. Acidity is present but more mellow when compared to washed coffees.
Specialty processing. This is an emerging field and we use unique methods like anaerobic, aerobic, natural fermented, and fruit fermented to name a few. We ferment our coffee in a temperature controlled environment, with or without oxygen, followed by controlled drying to bring out unique and funky flavors out of the coffee.
source: Rasulpur Coffee Estates
What is the current state of the specialty coffee industry in India?
The coffee culture in India has evolved over the past decades. The nostalgia-inducing coffee houses were popular meeting grounds until the 1980’s. In the 90’s, cafe culture took over the country and coffee became the trendy drink to try.
Cafes are becoming the primary hangouts for youngsters and coffee found an emerging and appreciative audience. In the past two decades, we have seen a surge of cafes all over the country. They have materialized as a central hub for meeting, whether casual or business, and also doubling up as co-working spaces.
The 2020 pandemic impacted the industry In multiple ways and its effects were manifold. Logistics of coffee exports are pretty bad even today. Traditional coffee plantation owners who supply heavily within India and export to Europe are left with excess stock of coffee that could no longer be shipped to international markets.
Coming to the Indian coffee space, in recent years, the spotlight is on specialty coffee. This movement is picking up speed with many brands and roasters setting up shop. Analysis gives us a deeper understanding on how speciality coffee has emerged as the current buzzword in coffee circles. Current generation and millennials have emerged as the major chunk of consumers of specialty coffee within India.
Increased awareness and interest about coffee augmented by growing exposure to worldwide trends due to rising international travel and social media saw many of them exploring specialty coffee and manual brewing techniques. Lockdowns put a halt to the possibility of exploring cafes and thus many coffee consumers in the country turned to home brewing.
Many retail specialty coffee brands saw skyrocketing sales in 2020 as consumers invested in manual brewing equipment ranging from French Press, Moka Pots, Chemex and Aeropress. The new generation of coffee consumers respect the people behind the product, want to better understand the ‘farm to cup’ journey and are willing to invest in educating themselves on all nuances of coffee.
A few years back, this was largely unheard of. Farmers were just one aspect of the coffee supply chain, but hardly ever found the spotlight on them. Now plantation owners are keen on sharing their stories and experiences, information on their crops and the work they put in to make that perfect cup of coffee.
One can safely say that specialty coffee will not just be a passing trend, but en route to becoming one of the mainstays of the Indian coffee space in the coming decade.
I think there is a lack of communication between the consumers and farmers. I know some of the consumers, including me, have started to pay attention to where exactly the coffee is coming and from which farm. What do you think can be done to fill this gap?
The missing ingredient is awareness. People need to be educated about Indian coffee. The new-generation farmers need to collaborate with the Coffee Board of India and conduct events to promote coffees originating from India within the country and internationally.
Joint efforts need to be made by all coffee enthusiasts to encourage the consumption of coffee by making people understand the benefits of drinking coffee. The government has to support and help promote farmers to come forward and establish their own brands.
Being honest and transparent ensures the consumers and clients knows about the past, present and the way you are going to build a future. Bringing credibility to the table builds trust factor for the brand with the consumers.
I know some of the issues the farmers are facing currently are the increasing production costs, what steps are you employing to change that? Have you increased the price of your coffee to reflect that?
Whether we like it or not, coffee is getting more expensive. It’s important to look at some of the reasons why this is happening, before you potentially do one of the following:
Buy less sustainable and ethical coffee because it’s cheaper or
Lay blame on the wrong people for higher prices.
There are many factors influencing the cost of coffee from climate change, disruptions to global shipping, consumer demand, and packaging cost. While the need to use more environmentally-friendly packaging for coffee cups and bags is real, so too is the cost for shops switching to compostable or recyclable materials. We have also witnessed fluctuating shortages of packaging stock forcing some companies to find more costly short term solutions to packaging which comes at a higher cost.
Lastly, coming to the cost of quality, producing coffee of higher quality simply costs more. Coffee must be cared, harvesting and processing is hard work. It requires time and physical effort if you want to achieve the highest quality standards. You can’t have it both ways.
source: Rasulpur Coffee Estates
What are your thoughts on transparency? Has it benefitted you in any way?
Yes, by ten-fold. Transparency has improved our overall trust factor in this industry. It solves many problems and even stops disasters before they happen. It expands relationships, increases productivity, strengthens innovation, and improved our revenue.
What is the future of specialty coffee?
By far, the most interesting and exciting coffee segment of the moment is specialty coffee. It is rapidly expanding in India and across the globe as consumers continue to seek out the best cup of coffee to enjoy.
When it comes to coffee quality, specialty coffee is the ‘cream of the crop’ and is likened to fine wines due to its distinctive characteristics and delicious flavour that can only be achieved under certain growing conditions.
In today’s market, specialty coffee has become an intricate science and a global phenomenon that is seeing rapid growth across all sectors. More estates are coming into this specialty game, that will give ‘Indian specialty coffee a lot of mileage.’
What do you do in terms of R&D on Rasulpur Estate
We are currently doing research on developing a hybrid plant which is resistant to white stem borer and leaf rust. These are the two biggest pests and diseases faced by all Arabica growers throughout the world. International Coffee Organization (ICO) is working with different countries to find a solution for this.
This R&D program has been ongoing for the past four years on a 40 year old, 30 ft tall, Arabica plant labelled by us as Rasulpur Arabica. So far, the results look promising and it is resistant to these diseases. We have propagated progenies of this plant by clonal cutting, seed and tissue culture, and cross-bred this plant with other varieties of Arabica.
source: Rasulpur Coffee Estates
About Rasulpur Coffee Estate
Rasulpur Coffee Estates & Roasters is based out of Rasulpur village in Coorg district in the hot spots of the Western Ghats, India. The Estate is run by Syeda Sumaira, a fifth generation coffee planter and entrepreneur.
Fun fact: Coffee farms are the best place to get first hand knowledge about the beverage, how it is grown, harvested and processed.
Rasulpur Coffee Estates organizes coffee tours, get in touch with them to find out more.
source: http://www.fltrmagazine.com / FLTR / Home> Insight> People / by Naveed Syed / August 11th, 2022
