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  • From Certification to Nomination: How ‘Skill the Nation’ Took Shape Inside Government Circles 

    President Droupadi Murmu supports the SOAR initiative as Jayant Chaudhary and multiple MPs complete formal AI certification.

    The ‘Skill the Nation’ challenge took shape within government circles this week as senior leadership participation moved beyond endorsement into direct learning and peer nomination. The sequence began with the Hon’ble President of India, Droupadi Murmu, extending support to the SOAR AI learning programme, followed by ministers, Members of Parliament, and students completing formal certification.
    The initiative is anchored in SOAR, short for Skilling for AI Readiness, a programme under the Ministry of Skill Development and Entrepreneurship delivered through the Skill India Digital Hub. Introduced in July 2025, the course has been positioned as a foundational AI awareness module, designed for learners across age groups and professional backgrounds. Over the past six months, more than 1.59 lakh individuals have enrolled, with thousands completing certification.

    A visible shift occurred as Jayant Chaudhary, Minister of State (Independent Charge) for Skill Development and Entrepreneurship and Minister of State for Education, completed the SOAR ‘AI to be Aware’ module himself. Following certification, he nominated three individuals to continue the learning chain: Nara Lokesh, Minister for Information Technology, Electronics and Communications, Government of Andhra Pradesh; Gaurav Dwivedi, Chief Executive Officer of Prasar Bharati; and Nitin Narang, President of the All India Chess Federation.
    According to the ministry, the intent of the challenge is to normalise AI literacy across institutions by treating learning as a shared responsibility rather than a specialised skill set. The SOAR curriculum focuses on basic AI concepts, ethical considerations, and real-world application awareness, without requiring prior technical training.

    The initiative has also seen participation from the legislative branch. Fifteen Members of Parliament across the Lok Sabha and Rajya Sabha have completed the SOAR module, signalling cross-party engagement with AI literacy at a time when technology policy and governance increasingly intersect.
    Alongside policymakers, students have been formally included in the certification process. A group of 17 students from PM SHRI Schools, Kendriya Vidyalayas, and Jawahar Navodaya Vidyalayas across multiple states received AI course certificates in the presence of the President. The inclusion of school-level learners places early AI exposure within the framework of structured, government-backed education.

    By linking certification to nomination rather than one-time participation, the ‘Skill the Nation’ effort has taken on a cascading structure. Leadership involvement has positioned AI learning as an active process within governance rather than a distant policy goal, setting a precedent where public office holders participate alongside citizens in foundational digital education.
    At Prittle PrattleNews, featuring you virtuously, we celebrate the commitment and innovation. Led by Editor-in-Chief Smruti Bhalerao, our platform is dedicated to sharing impactful stories that inspire change and create awareness. Follow us on LinkedIn, Instagram, and YouTube for more stories that matter.

  • Ticketing Parameters Announced for ISPL’s 2026 Season in Surat 

    League Commissioner Suraj Samat outlined the ticketing structure as ISPL prepares for its January-February 2026 season in Surat.

    Ticketing details for the 2026 season of the Indian Street Premier League have been formally outlined, with the league confirming pricing, access models, and sales channels ahead of the tournament’s January-February run in Surat.
    The third season of the league will be staged at Lalbhai Contractor Stadium, with matches scheduled from January 9 to February 6, 2026. Tickets have been priced starting at ₹99, positioning the league among the most accessible ticketed cricket events in the country.

    According to Suraj Samat, League Commissioner of ISPL, the ticketing structure has been designed to encourage broad public attendance while maintaining a stadium-led viewing experience. Tickets are being issued as day passes, allowing spectators access to all matches scheduled on the day of purchase.
    Ticket sales are available online through BookMyShow, alongside offline sales at the stadium box office located at Gate No. 1 of Lalbhai Contractor Stadium. Offline counters are operational daily from noon, providing local fans the option to purchase tickets directly at the venue.

    ISPL’s third season continues under the guidance of its core committee, which includes Sachin Tendulkar, Ashish Shelar, Minal Amol Kale, and Suraj Samat. The league has positioned itself as a professional platform for tennis-ball cricket, combining grassroots participation with a structured league format played inside a stadium environment.
    The upcoming season will feature eight teams, including returning franchises and new entrants. Defending champions Majhi Mumbai will compete alongside teams such as Tiigers of Kolkata, Srinagar Ke Veer, Chennai Singams, Bengaluru Strikers, Falcon Risers Hyderabad, Delhi Superheros, and Ahmedabad Lions. The season will open with a scheduled fixture between Majhi Mumbai and Srinagar Ke Veer, preceded by an inauguration ceremony at the venue.

    In addition to team competition, ISPL Season 3 will continue its emphasis on emerging domestic talent, with players from earlier seasons returning alongside new entrants identified through the league’s scouting and selection process.
    By confirming ticketing parameters well ahead of the opening match, ISPL has moved into its public access phase, allowing fans to plan attendance across the four-week schedule. The league’s pricing and day-pass model reflect a broader strategy to build consistent stadium footfall while maintaining affordability for a wide audience base.
    At Prittle PrattleNews, featuring you virtuously, we celebrate the commitment and innovation. Led by Editor-in-Chief Smruti Bhalerao, our platform is dedicated to sharing impactful stories that inspire change and create awareness. Follow us on LinkedIn, Instagram, and YouTube for more stories that matter.

  • From short-form content to feature films, TMKOC’s animation strategy takes shape

    Neela Mediatech brings Taarak Mehta Ka Ooltah Chashmah to feature-length 3D animation as founder Asit Kumarr Modi and CEO Harjeet Chhabra outline the franchise’s next digital phase

    After building a sizeable digital footprint through short-form animation, rhymes, and mobile-first content, Neela Mediatech is extending the Taarak Mehta Ka Ooltah Chashmah universe into feature-length 3D animation. The move signals a shift from snackable digital formats to long-form storytelling designed for sustained viewing on open platforms.
    The company has announced the release of two feature-length animated films based on Taarak Mehta Ka Ooltah Chashmah, both scheduled to premiere on YouTube. The first title, Gokuldham to Galacto, is set to release on December 31, followed by The Big Fat Alien Wedding on January 26. Both films will be available in six Indian languages-Hindi, Bengali, Tamil, Telugu, Kannada, and Malayalam-allowing the franchise to address regional audiences beyond its traditional television base.

    This marks Neela Mediatech’s entry into feature-length 3D animation, building on the traction achieved by its animated rhymes and children’s content. The company has spent the last three years structuring TMKOC as a multi-format digital property, spanning gaming, gamified education, and short-form animation. The new films represent a deliberate step toward longer narrative formats that encourage repeat viewing and platform-led discovery.
    According to Asit Kumarr Modi, Founder of Neela Mediatech, animation offers a way to carry the core emotional intent of the original television show into a generation that increasingly consumes content on digital platforms. He noted that TMKOC was conceived as a family-oriented property rooted in community and everyday humour, and that animation allows those values to be preserved while adapting to changing viewing habits.

    While the films introduce new narrative settings, the storytelling remains anchored in familiar characters and relational dynamics. Each title functions as a standalone viewing experience while also contributing to a broader animation pipeline that the company is developing around the franchise.
    From an operational perspective, the decision to release the films on YouTube reflects a focus on scale and accessibility rather than platform exclusivity. Harjeet Chhabra, CEO of Neela Mediatech, said the company views digital platforms as enablers of steady, long-term growth rather than one-time release windows. He highlighted that animation provides creative flexibility to reinterpret characters, experiment with humour, and gradually expand the audience base across age groups.

    The move also aligns with broader shifts in how legacy television IPs are being repositioned for digital consumption. By investing in feature-length animation, Neela Mediatech is attempting to extend the life cycle of TMKOC beyond episodic television, creating content that can travel across languages, regions, and viewing contexts without reliance on broadcast schedules.
    With animation now positioned as a dedicated vertical alongside gaming and learning-led platforms, Neela Mediatech is continuing to structure TMKOC as an IP-driven digital business. The two films serve as an early indicator of how the company plans to balance familiarity with format evolution as it builds the next phase of the franchise’s digital presence.
    At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTube.

  • What changed before the price was announced tells the real Seltos story

    Kia India prices the all-new Seltos from ₹10.99 lakh as CEO Gwanggu Lee details the platform, safety, and scale decisions behind the second-generation model

    Long before the price of the second-generation Seltos was made public, the direction Kia India had taken with the model was already evident in the engineering and product decisions beneath it. The all-new Kia India Seltos arrives at a starting price of ₹10.99 lakh, but its positioning has been shaped less by a number and more by a sequence of choices around platform, safety architecture, cabin scale, and technology depth.
    The latest iteration of the Seltos is built on Kia’s global K3 platform, making its India debut with this model. The shift to a new platform is central to the car’s identity, allowing changes in proportions, structural rigidity, and ride refinement that would not have been possible through incremental updates. At 4,460 mm in length with a wheelbase of 2,690 mm, the new Seltos carries a visibly larger footprint, translating directly into improved cabin space and a more planted stance on the road.

    Speaking at the price announcement, Gwanggu Lee, Managing Director and CEO of Kia India, framed the new Seltos as a product shaped by long-term intent rather than short-term competition. He noted that the objective was to raise standards across space, safety, and technology while maintaining a value proposition that Indian buyers associate with the nameplate. The second-generation model, he said, reflects a broader effort to reinforce customer confidence and regain momentum in a segment that has grown increasingly crowded.
    Safety has been one of the most deliberate focus areas in the development of the new Seltos. The vehicle comes with a 24-feature standard safety package, including six airbags, ABS, and hill-start assist, supported by Level 2 ADAS offering 21 autonomous features. These systems are integrated into the vehicle architecture rather than positioned as optional enhancements, underlining Kia’s attempt to normalise advanced driver assistance within the mid-SUV category.

    Inside the cabin, the emphasis shifts to digital integration and everyday usability. A 75.18 cm panoramic display panel dominates the dashboard, combining instrumentation and infotainment into a single visual plane. Wireless Android Auto and Apple CarPlay are offered alongside a premium Bose audio system, while features such as proximity-based smart key access and powered driver seating reflect an effort to blend convenience with perceived sophistication. The design approach remains restrained, favouring layout clarity over ornamentation.
    Powertrain choices remain broad, with petrol and diesel options spanning multiple transmission formats. The lineup includes the Smartstream G1.5 petrol, the G1.5 T-GDI petrol, and a 1.5-litre CRDi diesel engine, paired with manual, intelligent manual, IVT, DCT, and automatic transmissions. This range allows the Seltos to cater to varied driving preferences without pushing buyers into a narrow specification band.

    Manufacturing for the new Seltos has already commenced at Kia’s Anantapur facility, allowing the company to align pricing with a planned production ramp-up rather than speculative demand. The price announcement signals readiness for scale, supported by a nationwide network of 821 touchpoints across 369 cities. This reach remains one of Kia India’s structural advantages, enabling the brand to serve both metro and emerging markets with comparable access to sales and service.
    Beyond the product itself, the ownership ecosystem continues to be positioned as part of the offering. Digital tools such as the MyKia app, extended warranty options, and long-term roadside assistance packages form part of the broader pitch, reinforcing predictability over novelty. The focus appears to be on reducing friction across the ownership cycle rather than relying on one-time feature appeal.

    In a segment where updates often arrive as cosmetic refreshes, the second-generation Kia Seltos distinguishes itself through the sequence of decisions that preceded its pricing. Platform migration, safety standardisation, and dimensional expansion came first. The number followed. That order may explain why the Seltos enters its next phase not as an incremental upgrade, but as a product shaped around fundamentals that Kia believes will matter over the long term.
    At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTube.

  • Why 2025 Marked a Structural Reset for Consortium Gifts’ Enterprise Business

    Founder and Managing Director Gaurav Bhagat explains how systems, procurement integration, and delivery discipline shaped the company’s performance in 2025.

    For Consortium Gifts, 2025 became a year of operational recalibration rather than headline-driven expansion. As corporate gifting budgets tightened and festival-led spending patterns softened, the company’s enterprise business shifted its focus from seasonal volume to structural execution, emphasising systems, predictability, and procurement alignment.
    According to Gaurav Bhagat, Founder and Managing Director, the year made one reality clear: corporate gifting had moved decisively away from transactional buying. Enterprises were no longer evaluating gifting programmes solely on price or quantity. Instead, gifting outcomes were increasingly tied to employee experience, culture-building, and relationship continuity, where relevance and usability mattered more than scale.

    This shift unfolded alongside a broader contraction in discretionary festive spends, including Diwali-led programmes. While demand cycles became less predictable, enterprise expectations rose. Turnaround times shortened, personalisation requirements increased, and compliance standards hardened, particularly for organisations operating across distributed teams and centralised procurement environments.
    Against this backdrop, Consortium Gifts reoriented its operating model. Rather than chasing short-term spikes, the company prioritised repeat enterprise programmes that required consistent delivery standards across geographies and timelines. This approach, according to the company, contributed to a 55 percent year-on-year growth in 2025, achieved not through higher basket sizes but through account depth and execution reliability.

    A central pillar of this reset was procurement readiness. As global and Indian enterprises increasingly standardised purchasing through platforms such as Coupa and Ariba, Consortium Gifts expanded its PunchOut catalogue capabilities. These integrations allowed enterprise buyers to access curated gift selections directly within their procurement systems, maintaining policy compliance, approval workflows, and budget controls. For procurement teams, this reduced friction. For the company, it created stickiness within enterprise ecosystems where reliability outweighs novelty.
    Operational discipline also became non-negotiable. The company invested in tighter CRM and ERP integration to ensure visibility across order flows, vendor coordination, fulfilment timelines, and exception handling. This systems-led approach enabled scaling without service dilution, particularly during demand surges linked to onboarding cycles, recognition programmes, and milestone-based gifting rather than calendar festivals.

    Another shift in 2025 was how premium gifting was positioned. Rather than equating premium with higher cost, the company focused on brands and products that delivered higher retention and usage. In enterprise contexts, gifts that remain visible and functional over time tend to reinforce recall and brand association more effectively than high-volume, low-utility items. This reframing aligned well with clients seeking meaningful engagement under tighter budgets.
    Technology played a role, but not as a surface-level differentiator. Artificial intelligence was introduced as a practical support layer rather than a marketing feature. AI tools were used to accelerate product discovery, identify emerging preference signals, and compress planning timelines during campaign development. These applications supported faster decision-making without replacing human judgment, particularly in enterprise environments where context and nuance remain critical.

    Beyond external platforms, 2025 also marked the beginning of proprietary capability-building. Consortium Gifts initiated development toward an internal AI model and an application roadmap focused on visualisation, recommendation logic, and experience-led curation. The intent was to help enterprise teams preview, customise, and execute gifting programmes with greater confidence under compressed timelines.
    Internally, the year prompted a leadership transition. As operations scaled, the organisation moved away from founder-centric control loops toward clearer execution frameworks. Decision ownership, performance accountability, and delivery metrics were distributed across teams, enabling faster cycles without operational fatigue. This shift was critical to sustaining enterprise fulfilment at scale.

    For stakeholders, the impact was tangible. Brands began treating gifting as an extension of their identity rather than a line item. HR teams used gifting to reinforce culture across hybrid and distributed workforces. Customer and partner teams leaned on gifting to build memory-based relationships rather than transactional touchpoints. Procurement teams benefited from reduced friction through compliance-ready workflows.
    The 2025 story for Consortium Gifts was therefore less about visibility and more about infrastructure. Systems, intelligence, procurement integration, and delivery discipline operated largely behind the scenes, but their effects were measurable. As the company enters 2026, the focus remains on strengthening AI-supported curation, expanding sustainable sourcing ecosystems, and increasing customisation depth, all while maintaining enterprise-grade execution standards.
    In a market defined by constrained budgets and elevated expectations, the year underscored a simple lesson: scale in enterprise gifting is built quietly, through clarity, consistency, and control.
    At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTube.

  • Barkha Singh Fronts GIVA’s Latest Jewellery Campaign Built Around Everyday Wear 

    The campaign backs a 925 sterling silver collection positioned for everyday styling and in-store merchandising across GIVA locations.

    A new jewellery campaign featuring Barkha Singh has been rolled out by GIVA, supporting a 925 sterling silver collection positioned for everyday wear and in-store visibility across the brand’s retail network.
    The campaign is anchored by a television commercial that introduces the collection through a narrative-driven format rather than a traditional product showcase. The film uses a fast-paced sequence to highlight the visual movement of the jewellery, with the camera following how pieces respond to motion and changing light conditions. The approach aligns with the collection’s design intent, which focuses on fluidity and regular use rather than occasion-based styling.

    The jewellery range has been developed using Computer Numerical Control cutting technology, allowing silver surfaces to be shaped with high precision. This manufacturing process creates fine textural detailing and consistent symmetry, enabling each piece to reflect light differently as the wearer moves. According to the brand, the use of CNC cutting is intended to support durability and visual consistency across repeated daily wear.
    The campaign is being deployed as a multi-platform initiative, with television serving as the primary launch medium. This is supported by outdoor placements, digital distribution, and in-store merchandising. GIVA stores are introducing dedicated display sections for the collection, with visual merchandising designed to highlight movement, surface detailing, and styling versatility.

    Resha Jain, Chief Brand Officer at GIVA, said the collection was designed to align with how customers use jewellery in everyday settings rather than as occasional accessories. She noted that the campaign aims to reflect routine movement and personal style instead of aspirational or ceremonial framing.
    Beyond advertising, the rollout also reflects GIVA’s broader retail strategy as it continues to expand its physical presence across India. The brand currently operates more than 300 stores nationwide, and in-store visibility plays a central role in how new collections are introduced to customers.

    GIVA began as a silver jewellery brand before expanding into gold and lab-grown diamonds in recent years. While manufacturing is carried out through partner facilities across multiple countries, the company operates an in-house plating unit in Jaipur to maintain quality consistency. As the brand scales, campaign-led launches such as this one are increasingly being integrated with retail execution and merchandising rather than treated as standalone marketing efforts.
    At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTube.

  • Why passing the UK ACCA in 2026 will depend more on structure than effort

    Dr Kamal Chhabra, Founder and CEO of KC GlobEd, outlines how syllabus clarity, time planning, and exam technique shape outcomes across ACCA levels

    Passing the UK ACCA examinations in 2026 is unlikely to be decided by the number of hours a student studies. Instead, it will be shaped by how clearly candidates understand the structure of the qualification, how deliberately they plan their preparation, and how effectively they apply exam technique across different levels of the syllabus.
    According to Dr Kamal Chhabra, Founder and CEO of KC GlobEd, the most consistent shift he observed among ACCA aspirants in recent years has been the growing gap between effort and outcome. While many students commit long study hours, fewer invest enough time in understanding how the ACCA exams are designed to test application, judgement, and prioritisation rather than memory.

    The ACCA qualification is structured across three progressive levels: Applied Knowledge, Applied Skills, and Strategic Professional. Each level tests a different dimension of professional readiness. Early papers focus on conceptual grounding, but as candidates move forward, the exams increasingly evaluate decision making, scenario analysis, and commercial awareness. Dr Chhabra notes that candidates who treat all levels with the same preparation mindset often struggle to adapt as expectations change.
    In 2025, a recurring pattern among unsuccessful candidates was a lack of syllabus mapping. Many students approached preparation subject by subject without fully understanding how topics are weighted, how questions are framed, or how marks are distributed within each paper. This often resulted in disproportionate effort spent on low-impact areas, while higher-weighted sections received limited attention. For 2026, such misalignment is likely to be costlier, as exams continue to emphasise integration of concepts rather than isolated topic recall.

    Time planning has emerged as another defining factor. Candidates who plan preparation only around exam dates tend to compress learning, revision, and practice into the final weeks. Dr Chhabra emphasises that effective preparation requires separating these phases early on. Concept building, question practice, and revision need distinct timelines, with regular checkpoints to assess readiness. Without this structure, even well-prepared students struggle to perform under exam conditions.
    Equally critical is familiarity with exam technique. ACCA papers reward clarity, relevance, and professional presentation. Many answers fail not because the candidate lacks knowledge, but because responses do not directly address what the question demands. In scenario-based papers, markers look for applied reasoning, not textbook definitions. Candidates who practise only content consumption without timed question attempts often discover too late that they are unable to structure answers within the allotted time.

    Mock tests and self-assessment play a central role in bridging this gap. Dr Chhabra points out that candidates who regularly attempt mocks under exam conditions develop an instinct for pacing, prioritisation, and answer framing. These skills cannot be developed through passive study. Reviewing mock performance, identifying weak areas, and revisiting concepts with intent helps convert effort into measurable improvement.
    Another shift observed during the year was the growing importance of maintaining consistency over intensity. Students who followed realistic study schedules, balanced preparation with rest, and avoided burnout tended to perform more reliably than those who relied on last-minute surges. Mental clarity and confidence, especially during professional-level papers, often determine how well candidates interpret complex scenarios and manage pressure.

    As the 2026 exam cycle approaches, Dr Chhabra believes that candidates who succeed will be those who treat preparation as a structured process rather than an endurance test. Understanding how the ACCA evaluates competence, planning study phases deliberately, and practising application-driven questions consistently will matter far more than sheer volume of study hours.
    The difference between passing and falling short, he notes, increasingly lies in preparation discipline. In a qualification designed to reflect real-world professional judgement, structure has become the decisive advantage.
    At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTube.

  • When December behaved unlike the rest of the year, Kia India took notice 

    Senior Vice President Atul Sood reflects on how 369 cities and 821 touchpoints changed the equation

    When December behaved unlike the rest of the year, Kia India paused to examine what had changed beneath the surface. After a calendar year marked by steady but measured movement, the final month delivered a sharp departure from the prevailing trend, forcing a closer look at how demand, distribution, and execution aligned at precisely the right moment.
    The carmaker closed Calendar Year 2025 with wholesale volumes of 280,286 units, a 15 percent increase over the previous year. While that growth reflected consistency across most months, December stood apart. Wholesale dispatches for the month reached 18,659 units, more than double the volumes recorded in December 2024. The divergence was significant enough to reframe how the year would ultimately be read, not as a linear climb, but as a year where structure and readiness mattered more than pace.

    According to Atul Sood, Senior Vice President Sales and Marketing, the December outcome was less about a sudden surge in demand and more about alignment across multiple levers. Product mix optimisation, calibrated trim strategies across high-volume models, and an expanded retail and service footprint converged at a time when consumer sentiment showed visible improvement. The result was a month that behaved differently from the rest of the calendar.
    Much of that stability during the year came from familiar nameplates. The compact SUV Kia Sonet crossed the 100,000-unit sales mark for the second consecutive year, providing a dependable base in a highly competitive segment. Alongside it, the Kia Seltos and the Kia Carens continued to contribute steadily, helping smooth volatility even when monthly demand patterns fluctuated. Newer additions such as the Carens Clavis and Carens Clavis EV added incremental momentum, while premium offerings like the Carnival Limousine and EV6 catered to a narrower but consistent buyer cohort.

    What amplified December’s impact, however, was the scale of Kia India’s distribution network by the end of the year. The company expanded its presence to 369 cities with 821 touchpoints, a reach that fundamentally altered how demand translated into wholesales. Wider geographic coverage meant that improved sentiment was not confined to a handful of urban centres, but could be converted into volumes across multiple markets simultaneously.
    This distribution depth allowed the company to respond faster and more evenly as buying intent firmed up. Rather than relying on aggressive incentives or short-term pushes, Kia’s December performance reflected the payoff from having sales, service, and logistics infrastructure already in place. The network expansion was not built for a single month, but December became the clearest demonstration of its value.

    Looking ahead, the company expects this structural base to play a central role in 2026. The recently introduced new Seltos is positioned to carry forward momentum in the SUV category, supported by the consistent performance of Sonet and Carens variants. The focus, Sood indicated, remains on value-led offerings and strengthening the ownership experience rather than chasing volume spikes in isolation.
    In that sense, December did more than lift the year-end numbers. It offered a glimpse into how preparation, reach, and portfolio balance can reshape outcomes when conditions align. For Kia India, the clearest signal of 2025 arrived not in the middle of the year, but at its very end.
    At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTube.

  • Weekend Radio Comedy Featuring Aditi Mittal Rolls Out Across Red FM Stations 

    The show is being broadcast in 28 cities including Delhi, Mumbai, Jaipur, and Ahmedabad.

    Weekend radio comedy programming featuring Aditi Mittal has begun airing across Red FM stations in 28 cities, marking a content expansion by the network into character-led, long-format audio comedy.
    The show is being broadcast every Saturday morning, with a repeat slot on Sundays, and is available across key markets including Delhi, Mumbai, Ahmedabad, Jaipur, Lucknow, Indore, Chandigarh, and Jammu. The rollout forms part of Red FM’s original programming strategy, which focuses on format-driven content designed specifically for radio audiences.

    Unlike traditional stand-up adaptations, the programme is structured around a rotating set of fictional characters created and performed by Aditi Mittal. These include Aadhe Maa, Munni Mursheed, Coach Jagruti, and segments from the Non Humans of India universe. Each character appears in short, self-contained sketches that reflect everyday situations, social behaviour, and interpersonal dynamics familiar to listeners across urban and semi-urban India.
    The format is designed as a two-hour weekend block, blending scripted segments with unscripted commentary. According to the network, the intent is to offer an alternative to music-heavy radio slots by introducing personality-driven spoken content that can sustain listener attention over longer durations.
    Speaking about the programme, Aditi Mittal said the show draws directly from observations rooted in daily Indian life and is built to sound conversational rather than performative. She noted that radio as a medium allows for a direct connection with listeners without visual cues, enabling characters and narratives to be shaped purely through voice and timing.

    From the broadcaster’s perspective, the collaboration reflects a focus on expanding spoken-word formats. Nisha Narayanan, Director and Chief Operating Officer at Red FM, said the network continues to work with creators whose material is grounded in lived experiences and cultural familiarity. She added that the objective is to develop original formats that align with how audiences engage with radio in different cities.
    The show is also being supported through digital distribution on Red FM’s social media platforms, extending reach beyond on-air broadcasts. The 13-week series is positioned as a fixed-term programming block, with performance and listener response expected to inform future content decisions.

    Red FM operates one of the largest radio networks in India, with a presence across major metropolitan and regional markets. Over the years, the network has expanded beyond music programming to include podcasts, digital shows, and on-ground initiatives, positioning itself as a multi-platform audio entertainment brand.
    At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTube.

  • Jindal IVF, Lissun, MedScore, EVeium, Zelio and Oakter trace the operational shifts that defined 2025 

    Mannuri Vamshi Krishna, Dr Sheetal Jindal, Dr Preeti Singh, Shishir Gupta, Sameer Moidin, Kunal Arya and Amjad Raza Khan share year-end perspectives on healthcare, mobility, mental health, IoT and digital finance

    As 2025 draws to a close, the year stands out less for headline-grabbing disruption and more for the quieter operational shifts that reshaped how Indian companies build, scale, and sustain their businesses. Across healthcare, mental wellness, electric mobility, IoT, and digital finance, founders point to a common undercurrent: systems mattered more than speed, and discipline mattered more than noise.
    For MedScore, the past year marked a fundamental change in how India’s healthcare supply chain approaches financial decision-making. According to Mannuri Vamshi Krishna, Founder and CEO, 2025 was when intuition-led credit practices gave way to real-time financial intelligence. Working closely with pharmaceutical distributors and retailers, MedScore observed how delayed payments and informal lending had long constrained access to essential medicines, particularly in non-metro markets. By introducing structured credit scoring and digital financial identities, the company saw stability in cash flows emerge as a critical foundation for stability in healthcare delivery itself. Looking ahead to 2026, MedScore plans to deepen ERP integrations and expand its scoring infrastructure to bring credit discipline further into India’s B2B pharma ecosystem.

    In fertility care, Jindal IVF reflected a year shaped by growing patient confidence and steady clinical performance. Dr Sheetal Jindal, Senior Consultant and Medical Director, noted that 2025 saw a noticeable shift toward more informed decision-making among couples seeking fertility treatment. Increased demand for advanced diagnostics and consistent outcomes across IVF and IUI cycles pushed the centre to strengthen laboratory efficiency and treatment planning, while maintaining a clear focus on ethical and transparent care. The continued inflow of families travelling from across North India, she said, reinforced the importance of dependable results and clear communication as the basis for sustainable growth.
    The year also saw mental health care move steadily toward more structured and preventive models. At Lissun, Dr Preeti Singh, Chief Medical Officer, observed rising demand for early-stage interventions, particularly for children and young adults. Challenges such as anxiety, developmental delays, burnout, and parenting stress became more visible, alongside greater involvement from families and caregivers in the therapeutic process. Technology-enabled tools played a growing role in extending care beyond clinic walls, but Dr Singh emphasised that empathy, clinical judgment, and sustained human connection remained central to effective outcomes. As 2026 approaches, Lissun expects greater focus on personalised care pathways and hybrid models that blend digital and in-person support.

    In consumer technology and smart home adoption, Oakter described 2025 as a year of consolidation and proof. Shishir Gupta, Co-founder and CEO, said Indian households increasingly chose practical, durable, India-designed smart devices that simplified everyday living. The company crossed one million B2C customers since inception, added 145,000 new customers during the year, and recorded 55 percent year-on-year revenue growth while remaining profitable without external investment. Strong demand across online platforms is now driving preparations for wider category expansion, deeper retail presence, and a more focused direct-to-consumer strategy in the year ahead.
    Electric mobility continued its steady advance, particularly beyond metro markets. For EVeium Smart Mobility, 2025 was defined by deeper localisation and tighter control over manufacturing and quality. Sameer Moidin, Founder and CEO, pointed to rising demand for durable, high-utility electric two-wheelers in Tier II and Tier III regions, prompting investments in battery and motor capabilities, supplier expansion, and stronger dealer partnerships. These efforts, he said, helped build trust across the customer and service network, setting the stage for scalable growth in 2026.

    At Zelio E-Mobility, the year carried additional significance with the company’s SME IPO and BSE listing in September 2025. Kunal Arya, Co-founder and Managing Director, described the listing as a defining milestone that reinforced market confidence. A 77 percent increase in H1 FY26 revenue, alongside new launches and portfolio upgrades across low- and high-speed electric two-wheelers, underlined the company’s focus on innovation and scale as it transitions into its next phase as a listed EV brand.
    Digital finance and cryptocurrency infrastructure also underwent recalibration. At Cashaa, Amjad Raza Khan, Co-founder and CEO, reflected on the company’s evolution toward sovereign finance. In 2025, Cashaa laid the groundwork for its Deobank model by developing compliant, non-custodial wallets and AI-powered Earn and Borrow products designed around over-collateralisation and regulatory discipline. With more than 130 global payment corridors activated and progress toward Visa card integration, the company views 2026 as a year when innovation and compliance converge to reshape how capital moves across borders.

    Taken together, these reflections reveal a year where Indian companies across sectors prioritised operational clarity, trust, and resilience over rapid expansion alone. Whether in healthcare credit, fertility treatment, mental wellness, mobility, or financial infrastructure, 2025 marked a shift toward building foundations that can sustain growth over the long term. As these leaders look to 2026, the emphasis is clear: systems first, scale next.
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