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Varun Mahajan reposted thisVarun Mahajan reposted this"Is this milk pure?" "Is my diamond natural or lab grown?" "Is my protein powder pure?" "Is my gold actually 22 karat?" "Is my T-shirt 100% cotton?" We ask, we check, we verify. For the things we eat, wear, and use every day. But, in a world where we question everything, there’s one vital question we often overlook: “Is my medicine genuine?” With our latest campaign, #SawaalUthao, we’re encouraging millions of Indians to pause and ask the right question. When it comes to healthcare, trust and authenticity aren't optional, they are essential. And, as your trusted healthcare partners, we urge you to check the authenticity of your medicines and buy from trusted sources only. Choose what’s genuine. Your health deserves nothing less. #Bangalore #GenuineMedicine #Healthcare
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Varun Mahajan reposted thisVarun Mahajan reposted this🚀 Software Development Intern | Sparkl 🚀 Are you passionate about coding and eager to work on cutting-edge ed-tech solutions? Sparkl is looking for Software Development Interns who are welcome to join our dynamic engineering team! 🔹 Location: Gurgaon 🔹 Duration: 3-6 months 🔹 Stipend: Competitive What You’ll Do ✅ Assist in developing web and mobile applications ✅ Work on backend, frontend, and API development ✅ Collaborate with senior developers & gain hands-on experience ✅ Learn and implement best coding practices What We’re Looking For 🎯 Pursuing or completed a B.Tech/B.E./MCA in CS/IT 🎯 Knowledge of Java, Python, JavaScript, React, Node.js, Spring Boot, or Django 🎯 Understanding of databases like MySQL, PostgreSQL, or MongoDB 🎯 Familiarity with Git, AWS, Docker (bonus points!) 🎯 Strong problem-solving & analytical skills Why Join Us? 💡 Real-world industry experience with mentorship from top engineers 🚀 Work on impactful projects in ed-tech innovation 💼 Pre-Placement Offer (PPO) opportunity based on performance 📩 Interested? Apply Now! 👉 Send your resume to: dipak[dot]biswal[at]sparkl[dot]me 👉 Subject: Applying for Software Intern [Job ID: Sparkl-SD51] Let’s build the future of education together! 🚀 Pankaj Negi Kamal Sharma Amit Kalsan Rohit Dagar Hukum Singh Sachin Puri Pavan Chauhan Abhinav Rai #Hiring #Internship #SoftwareDevelopment #EdTech #SparklEdventure #Sparkl
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Varun Mahajan reposted thisVarun Mahajan reposted thisExciting Opportunity for Assistant Manager- MIS & Dialer Management in Noida! Tata 1mg, a leading healthcare company, is currently looking for a talented Professional to join our team. This is a fantastic chance to work with a dynamic, innovative organization that values employees and promotes a positive work environment. 🎯 Job Requirements: - Grad with 6+ years of experience in a similar role in the BPO Industry - Data extraction & Preparation. - Data analysis & interpretation - Data visulalization. - Business Insights & Reporting - Trend identification & Forecasting Skills Required: - Proficiency in SQL, Python - Experience in Data visualisation tools like Tableau - Proficiency in MS Excel - Strong Analytical skills Varun Mahajan DEEPA GOENKA Komal Jagtiani
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Varun Mahajan shared thisVarun Mahajan shared thisWe know how testing every passing minute can be when you are waiting for your health reports. Thus, we ensure to deliver fast, accurate and doctor-trusted reports every time. With Tata 1mg Labs you get: ✅ On-time sample collection ✅ Highly skilled phlebotomists and pathologists ✅ FREE doctor consultation for every report And the promise of bringing care to your health. Explore our diagnostic services here: https://www.1mg.com/labs #Tata1mgLabs #AccurateReports #FastReports #BringCareToHealth #Tata1mg
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Varun Mahajan shared thisVarun Mahajan shared thisOur CEO Narasimha Jayakumar shares his thoughts on how digital learning tools are swiftly entering educational set-ups and revolutionizing the traditional chalk-black board system of learning in classrooms. https://lnkd.in/eBT4cQC
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Varun Mahajan shared thisVarun Mahajan shared thisA must watch for JEE aspirants & their parents. #aakasheducation #aakashdigital #meritnation #schoolleaders #mindsets #successformula #education #iitjee #jee #neet https://lnkd.in/dKmVE_X
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Varun Mahajan shared thishttps://lnkd.in/dWm_XDBVarun Mahajan shared thisThe job market bottomed out in April and has been recovering since mid-May. That's good news, we're seeing traffic getting back up on our website and also leads coming in now. The US & global economies are rising back.May sees biggest jobs increase ever of 2.5 million as economy starts to recover from coronavirusMay sees biggest jobs increase ever of 2.5 million as economy starts to recover from coronavirus
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Varun Mahajan liked thisVarun Mahajan liked thisLast week was another one of those “we are just getting started” days. We were at our National Reference Lab in Okhla recently to inaugurate our Histopathology section. As I walked through the lab, I was immediately transported back many years. Back to when we decided that if we were serious about diagnostics, we had to build a world-class reference lab. At the time, we didn’t really have the scale to justify many of the investments we were making. I still remember somehow scrounging together the money - and perhaps more importantly, the courage - to build the lab the way we thought it should be built. We became one of the few labs in India to install an automated sample track, where samples move seamlessly from one machine to another. We certainly didn’t have the volumes to justify it then but we still managed to convince our partners. Walking through the lab today was surreal. The place is bursting at the seams. What once felt ambitious is now simply the way we work. We’ve gone from routine diagnostics to allergy testing, now histopathology, and soon next-generation sequencing. I’m incredibly proud of what the diagnostics team has built. And even more excited about where we’re headed next. #Tata1mgLabs
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Varun Mahajan liked thisVarun Mahajan liked thisA classroom of 40 looks like one room. It rarely is. Some children are wide awake, leaning in, absorbing every word. Others are sitting in the same four walls, present on paper, gone in every way that matters. No bell rings for that second group. No one checks attendance for attention. We built entire systems to measure marks. We built almost nothing to notice the moment a child stops believing the room has something for them. #IndianEducation #Teaching #Classroom #EdTech #Parenting
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Varun Mahajan liked thisVarun Mahajan liked thisTata 1mg already runs 280 stores and is racing toward 500 by end of 2026, right when the sector leaned digital-first. For most of the last ten years, healthtech in India leaned heavily digital-first: build an app, grow online, treat physical stores as a smaller priority. Tata 1mg is now flipping that, and the numbers behind it are hard to ignore. The company had 220 stores in January this year, and it already operates 280+ stores across nine clusters today, with a plan to cross 500 by the end of 2026. Tata 1mg has said all its core businesses turned EBITDA positive in December and held that momentum through the last quarter. Tandon says capital now goes mainly toward store expansion, not survival, unlike startups that burn cash to look bigger than they are. Look at what's happening around them while they do this: → PharmEasy is still recovering from a funding crash that once wiped out most of its valuation → India's e-pharmacy rules are still not clearly defined → Truemeds still operates as an online pharmacy, with no offline stores Tata 1mg looked at all that uncertainty and decided a physical store was the safer bet. Medicine isn't like ordering food. People want to talk to a real pharmacist, ask about a dosage, get some reassurance before handing a tablet to their child or parent. A phone notification can't replace that conversation, especially in towns where trust still travels through word of mouth. Some big Indian tech story from the last decade was about moving faster into an app. Tata 1mg's story might end up being the exact opposite one. Do you think Indian healthcare will always need a real store nearby, or will apps eventually take over completely?
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Varun Mahajan liked thisVarun Mahajan liked thisEvery order we deliver, every medicine we store and every patient we serve relies on infrastructure that runs around the clock. Over the years, sustainability has been an integral part of our operations- from adopting more sustainable packaging and increasing EV penetration across our logistics network to recycling freshwater across our facilities and much more. Today, we are pleased to take another meaningful step forward with the commissioning of Tata 1mg’s first solar power plant at our Nerul warehouse. By integrating renewable energy into one of our key fulfilment centres, we aim to reduce our reliance on conventional energy sources, lower our operational carbon footprint, and contribute to a greener, more resilient supply chain. This milestone reflects our belief that operational excellence and environmental responsibility must progress together. As we continue to strengthen India’s healthcare infrastructure, we remain committed to identifying cleaner, more energy-efficient ways of operating. Tanmay Saksena Anushka Agarwal Atul Jha Sourabh Chhabra #Tata1mg #Sustainability #RenewableEnergy #SolarPower #SupplyChain #TataSustainabilityGroup #ESG #TataPower
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Varun Mahajan liked thisVarun Mahajan liked thisLooks like it's time to swap my usual samosa-jalebi for some authentic Indori poha. Excited to share that we've launched our diagnostics lab in Indore — our 20th lab in the country and our first in Central India. Consistently recognised among India's cleanest cities, Indore has also emerged as an important healthcare destination for much of Central India. We're excited to now be a part of this journey. The new lab strengthens our presence in the region, enabling us to bring Tata 1mg's trusted diagnostics and same-day reports to customers across Indore, Bhopal and Ujjain. I'm also particularly proud that this is our first all-women lab, run by an incredible team. Looking forward to serving many more customers across Central India — and finally finding out if Indori poha really lives up to its reputation. 😊 #Tata1mgLabs #Indore
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Varun Mahajan liked thisVarun Mahajan liked thisOne thing I’ve come to appreciate over the years is just how many mistakes go into building something good. From the outside, people mostly see the successes. What they don’t see are the hundreds of decisions that didn’t quite work, and quietly had to be undone. Here’s one of ours. When we started building retail stores, we were incredibly excited about our Galleria store in Gurgaon. It was one of our early flagship stores. It also didn’t turn out the way we had hoped. The store was small, but the fixtures ended up feeling too bulky. We lowered the ceiling to create additional storage, but that made the space feel more cramped than we had intended. We had exciting plans for a large digital screen at the storefront. Regulations got in the way initially, and by the time we were ready, the technology itself had moved on. None of these were catastrophic decisions. But together, they created a store that neither our customers nor we were excited about. Eventually, we did something surprisingly liberating. We admitted we had gotten it wrong. We tore the store down and rebuilt it. It was expensive. It was painful. But pretending everything was fine would have been even more expensive. Building software teaches you to iterate. Retail teaches you the same lesson, just with a much bigger bill. I’m sure we’ll make many more mistakes as we continue to learn retail. Here’s to building, learning, and acknowledging mistakes a little sooner. #Tata1mg #Retail
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Varun Mahajan liked thisVarun Mahajan liked thisFew years ago, I introduced a metric that had no industry benchmark. No consultant recommended it. No competitor was tracking it. I called it Interactions Per Order. For every order placed, how many times does a customer contact us? Zero is the North Star. Zero means the journey was seamless. The customer got what they needed without ever having to reach out. One contact means something broke. Two means we created friction. Three or more means we caused real pain around something they trusted us to get right. Most organisations celebrate low contact volumes as an efficiency win. I measure zero contact rate as a journey quality standard. The goal was never to handle interactions well. The goal was to make them unnecessary. When I first presented this in a leadership review, the room went quiet. Not because the number was shocking. Because it reframed everything. We weren't measuring just customer satisfaction anymore. We were measuring journey quality... per order, per customer, per rupee of revenue. A high Interactions Per Order score isn't a CX problem. It's a journey design problem. It's a product promise problem. It belongs in every leadership review, not just the CX dashboard. What the data revealed was uncomfortable. A small percentage of order types were generating a disproportionately large share of our total contacts. We didn't have a capacity problem. We had broken journey moments, repeating silently at scale. Fixing those specific failures reduced contact volume far more effectively than any automation or headcount addition ever had. Because we stopped handling contacts more efficiently. We started eliminating the reason they happened. The most important CX metric isn't how customers felt after the journey. It's whether they needed to contact you at all. Zero contacts per order isn't a customer service target. It's a product standard. An operations standard. A business standard. That's when CX stops being a department, and starts being how the entire organisation thinks. What metric have you introduced that changed how your leadership team thinks, not just how your CX team reports? #CustomerExperience #CXLeadership #HumanArchitecture #BusinessLeadership #AIinCX #OperationalExcellence #CustomerTrust #FutureOfCX #HealthtechIndia #LeadershipProximity
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Varun Mahajan liked thisVarun Mahajan liked thisA few months ago, my mandate expanded beyond Customer Experience. Suddenly I was responsible for Enterprise Administration, IT Operations, and Central Procurement. No formal handover. No transition plan. Just a belief from my CEO that the way I ran CX could be applied more broadly. That belief was both a compliment and a challenge. The first thing I noticed was uncomfortable. These functions had the same problem CX had when I first joined Tata 1mg. They were operational. Reactive. Measured on activity rather than outcome. And nobody was treating the people they served: employees, internal stakeholders, vendors, as customers whose experience actually mattered. Admin was resolving facility requests. IT was closing tickets. Procurement was processing contracts. Sound familiar? It should. Because it's exactly where CX was before we rebuilt it as a strategic function. So I applied the same logic. What does the person on the other side of this interaction actually need? Not just what did they ask for, but what would make them feel genuinely served? We introduced measurable SLAs where none existed. We standardised contracts and vendor governance so procurement decisions could be reviewed, challenged, and improved…not just executed. We brought the same frugality discipline to Admin and IT that CX had applied to operational costs. And we started treating internal stakeholders the way we treated external customers. With accountability. With transparency. With a bias toward resolution rather than process compliance. What it taught me about business leadership surprised me. CX taught me how to listen to customers. Running Admin, IT, and Procurement taught me how to run a business. The difference between a functional leader and a business leader is not seniority. It's the ability to walk into any operational function, familiar or unfamiliar, and ask the same fundamental questions: Who are we serving? What does good look like for them? How do we measure it honestly? And what are we willing to change when the answer is uncomfortable? Those questions work in a contact centre. They work in a procurement review. They work in a board room. The leaders who get called into bigger roles are rarely the ones who mastered one function. They're the ones who proved they could think across all of them. What expanded your leadership thinking beyond your original function, and what did it cost you to get there? #BusinessLeadership #HumanArchitecture #OperationalExcellence #CXLeadership #CustomerExperience #LeadershipProximity #FutureOfCX #HealthtechIndia #CustomerTrust #AIinCX
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Varun Mahajan liked thisVarun Mahajan liked thisHuge congratulations to Dhirendra Mahyavanshi, Anand Prabhudesai, and the entire Turtlemint team on a phenomenal market debut. 🎉 What makes this milestone special isn't the IPO, it's the decade of discipline behind it. A lesser team would have chased growth at any cost. Turtlemint built patiently instead, in a category that punishes shortcuts: insurance, where trust is earned slowly and the last mile runs through real advisors, in real towns, in the customer's own language. That's the kind of operator philosophy that builds enduring institutions. For us at Arrowhead, Turtlemint was one of our earliest clients, and Keyur Kashikar and Prajakt Deolasee were among our earliest champions, betting on the conviction that voice AI could meet the bar for India's most regulated, most relationship-driven category. Working alongside them and their team has shaped how we think about building for this market: regulated, regional, real. From all of us at Arrowhead, immense respect to Dhirendra, Anand, Keyur, Prajakt, and the entire Turtlemint team. Onwards 🚀
Experience & Education
Licenses & Certifications
Honors & Awards
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TATA BUSINESS EXCELLENCE MODEL
TATA BUSINESS EXCELLENCE GROUP
Successfully completed the, "In House Embracing Business Excellence for Managers" held from April 7, 2025 to April 8, 2025 - Delhi
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Business Excellence Through Data Centricity
TATA BUSINESS EXCELLENCE GROUP
Successfully completed the "Data Excellence Champions Programme (DECP)-Inhouse"
held from April 23, 2024 to April 24, 2024 - Gurgaon
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Punjabi
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CEO VINE
Open Network For Digital Commerce (ONDC) has appointed Rohit Lohia, former Senior Vice President at Paytm, as its new Chief Business Officer, succeeding Shireesh Joshi. With over two decades of experience across business strategy, product, and operations, Lohia will focus on strengthening partnerships, revitalizing the retail segment, and expanding ONDC’s business footprint. The platform currently operates across retail, logistics, and mobility, with mobility and logistics driving most of its recent growth. 🔗 Read the full story: https://lnkd.in/gZdM7Adh #ONDC #RohitLohia #Leadership #DigitalCommerce #StartupIndia #Ecommerce #Innovation #Technology #CEOVine
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TISHHA News and Broadcast
Read full article: https://lnkd.in/g6F3binj Rising geopolitical tensions around the Strait of Hormuz are beginning to impact India’s healthcare supply chain, with the medical devices industry warning of steep cost increases and possible shortages if disruptions continue. #HormuzTensions #DeviceCosts #TechShortage #SupplyChainCrisis #EconomicImpact #GlobalTrade #MarketTrends #ConsumerConcerns #tishhanews
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Sourya Sidhhartha Dash , STMP™
I have been extremely fortunate in my career to witness & actively drive largescale change management from close quarters. Early on, I learned that real transformation is about rewiring an organisation’s DNA. My first deep exposure came at Mahindra Group, during the launch of “Rise.” This was a deliberate & courageous attempt to reshape the organisation’s mindset & ways of working to serve a far more demanding, premium customer segment. For a company historically known for farm equipment & niche SUVs, the leap to a premium product like the XUV500 was not just a product launch—it was a cultural reset. From design thinking to quality benchmarks & customer experience, Mahindra understood that premium products require fundamentally different thinking. Later, at GE, I experienced a very different but equally profound transformation as GE moved from Performance Management to Performance Development. For an organisation globally known (and feared!) for its rating systems, this was not a process tweak but a philosophical shift in how leaders viewed people, potential & growth. Letting go of deeply entrenched beliefs required humility, courage & relentless reinforcement. In 2018, I was part of the journey when Philips Lighting demerged from Royal Philips to become Signify, a standalone listed entity. The challenge was preserving core values while building a more agile, cost-conscious & productivity-driven organisation—requiring clarity of purpose, disciplined execution & sustained leadership alignment. I have also seen the other end of the spectrum—organisations where cosmetic changes, rebottled processes, & new tools were celebrated as transformation, without any real shift in behaviour, decision making or culture. And these experiences taught me what it takes to drive change 1.Perseverance: 70% of large-scale transformations fail—not due to lack of strategy, but due to failure in execution and sustained leadership commitment. Behavioural shifts require repetition, reinforcement & time. 2. Transformation is unequivocally top-driven: Bottom-up energy helps, but without visible conviction, consistency & role-modelling from the top, transformation simply doesn't work. 3.Change requires the mindset of a Mohican: Change leaders are often lonely. They face resistance, fatigue & quiet sabotage. The ability to stand firm,sometimes alone,makes the difference. 4.Courage : Real change demands tough calls—letting go of sacred cows, confronting powerful stakeholders & making unpopular decisions. 5.Short-term losses: They are often a prerequisite. Studies show that organisations frequently experience temporary productivity dips before improvements materialise. Leaders who retreat at this stage rarely achieve long-term gains. Enduring transformation isn't an event, a program, a campaign or a SM hashtag. It is an act of leadership—repeated daily, especially when it is hardest to do so. #Changemanagement #Leadership #Change #transformation #HR #corporate
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Gen Leaders
Amit Sonwani has been appointed as Head of Ecommerce at Bajaj Consumer Care, reinforcing the company’s focus on accelerating digital and quick commerce growth. Based in Bengaluru, he will lead the end-to-end e-commerce strategy for Bajaj Consumer Care, with responsibility for driving online revenue expansion, strengthening marketplace partnerships, and building scalable, profitable growth across platforms. His role includes full P&L ownership, performance optimisation, and expanding the brand’s digital footprint in an increasingly competitive consumer landscape. Prior to joining Bajaj Consumer Care, Amit Sonwani served as Head of E-Commerce at Emcure Pharmaceuticals Limited, where he successfully built the OTC online channel from scratch. Earlier, he led key accounts at Plum Goodness, managing high-growth platforms such as Amazon, Flipkart, Myntra, Blinkit, Swiggy Instamart, and Zepto. His professional journey also includes leadership roles at Cloudtail India Private Limited and The Himalaya Drug Co. An alumnus of Indian Institute of Management Shillong, Amit brings strong marketplace execution and digital scaling expertise to Bajaj Consumer Care’s e-commerce growth journey. #EcommerceLeadership #DigitalCommerce #FMCGLeadership #LeadershipAppointment #genleaders
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