Global IndianstoryPreeti Aghalayam: Pioneering the global reach of world-class education as IIT Zanzibar’s woman director

Preeti Aghalayam: Pioneering the global reach of world-class education as IIT Zanzibar’s woman director

Compiled by: Charu Thakur

(September 15, 2023) Nestled amidst the breathtaking landscapes of Zanzibar, the Bweleo district is a paradise for both nature enthusiasts and academic aspirants. Located just 15 kilometers south of the bustling Zanzibar Town, this coastal gem is chosen by IIT Madras to establish its first international campus, promising world-class education. Come October, and the very first session for IIT-M Zanzibar will begin with 70 students under the guidance of its first-ever woman director Preeti Aghalayam. An alumna of IIT-M, she has scripted history as the first woman to lead an IIT. “For me, the fact that it is the first IIT campus abroad is more important than me being the first woman to head an IIT. It is not just about breaking the glass ceiling for me. It is more of ‘once an IITian, always an IITian’ for me,” Preeti said in an interview.

A significant step in the internationalisation of IIT-M, Zanzibar campus offers a four-year bachelor of science degree in data science and artificial intelligence, as well as a two-year master of technology degree in the same discipline. Setting up their first international campus is a proud moment for IIT-M, and the 49-year-old academician echoes the sentiment. “I am an alumnus of IIT Madras and doing something of this magnitude for the institute and the country is such a big honour.”

IIT Zanzibar

Curiosity alchemised into life-long passion

A professor in the Chemical Engineering department, Preeti’s curiosity was always welcomed in her home in Mysuru, where she grew up with a sister, and academician parents – one was a Chemistry professor and another a linguistic scholar. Her inquisitiveness led her to dismantle toy cars and clocks in her playtime, and to satiate her creative side, she would craft mirrors from plain glass. “I was chatty and curious, and our parents were very indulgent. There were simply never too many questions,” she told Hindustan Times. Passionate about science and math, she knew what she wanted to do.

This desire to learn led her to the gates of IIT Madras in 1991 for her BTech in Chemical Engineering, a place she knew she was meant to be at. She later moved to the University of Massachusetts Amherst in 2000 for her PhD. Before returning to her alma mater in 2010 as a professor of Chemical Engineering, she worked as a postdoctoral researcher at MIT, Cambridge and faculty at IIT Bombay. “The infrastructure in the US was great; the student community, more diverse. But women were still a minority there in the late ’90s, especially in leadership roles. As an Indian woman, I was part of an even smaller minority group,” the Global Indian said.

Preeti Aghalayam is the director of IIT Zanzibar.

Coming from a family of academicians, she was sure that she wanted to pursue academics as a career path. “I knew what I wanted to do ever since I was in Class 8 and it has been a fulfilling journey.” At IIT-M, she worked as a nodal officer within the campus division of the GATI (Gender Advancement for Transforming Institutions) program, whose primary objective is to recognize and rectify disparities while fostering greater opportunities for women within IIT campuses. Within few years of working at IIT-M, she was recognised as one of the 75 women in STEM for exceptional contribution to the scientific community.

Aiming to promote girls in STEM

However, Preeti is aware of the gender-skewed ratio at the IITs, and how women only form a minority at IITs. It took seven decades since the inception of the first IIT in Kharagpur in 1951 to appoint a woman as the head of the institute. “It is a fact that women have been a minority at IITs. Things have improved a bit in the past few years but the problem still exists and it is at all levels – both at students and faculty. We are about 12 per cent women faculty at IIT Madras. The problem is not about gender inclusivity on campuses but about the whole perception around technology institutions, ” she said in an interview.

Preeti Aghalayam | Global Indian

But this is the perception that Preeti is keen to change with IIT Zanzibar campus. “Every time we visited Zanzibar as part of the IIT Madras contingent, we noticed that the representation of women on their side is quite significant. So, it was important that we do this mindfully and our effort will also be to have gender balance in the new campus. There are no rigid norms around it right now but in the coming years, we will definitely work towards achieving it,” she added. Preeti understands the importance of women in STEM as she considers women equal to men in skill and intellect, and believes that exclusion of women leads to lost opportunities as a society. She believes the answer lies in holding the space for women – and asking them what they want in terms of opportunities and safe spaces. “Rather than waiting for women to participate, we need to create opportunities for them to speak, conduct surveys to understand roadblocks, reward women for achievements and proactively seek them out while hiring.”

Preeti Aghalayam | Global Indian

With IIT Zanzibar campus, Preeti is turning a new page, giving a taste of world-class education to the world. A marathon runner and a blogger, Preeti is currently juggling her life between Zanzibar and Chennai, where she lives with her husband who is head of a finance and investment firm.

Follow Preeti Aghalayam on LinkedIn

Name*

Email*

Name*

Email*

0 Comments

Inline Feedbacks

View all comments

Published on 15, Sep 2023

Share with

ALSO READ

Innovate from within: How Balaji Bondili drove the growth of Deloitte Pixel

"Why are you wasting your life on this? Why don't you just follow the path that has been laid out for you, where you're already crushing it?" When Balaji Bondili, then a senior consultant at Deloitte, began pitching his idea to crowdsource talent and expertise to meet the company's ever -growing, global client needs, he was met with skepticism. He chose not to back down. This was the year 2013, and Balaji was then pitching what would become Deloitte Pixel. In the last decade, the company's open talent model has helped it stay ahead of the curve in the new age, disrupt-or-disappear marketplace. Pixel has completed 450 crowdsourcing challenges across 250 projects and worked with tens of thousands of participants. [caption id="attachment_53481" align="aligncenter" width="292"] Balaji Bondili[/caption] Success as an intrapreneur, or as a 'corporate explorer', as Balaji has been described by Michael Tushman in Corporate Explorer: How Corporations Beat Startups at the Innovation Game, was an uphill journey. When he began working on the idea, Balaji had been travelling the world for nearly ten years, and was thriving professionally. However, the idea to take the leap into innovation, and push an idea that seemed unheard of at the time, within

on the idea, Balaji had been travelling the world for nearly ten years, and was thriving professionally. However, the idea to take the leap into innovation, and push an idea that seemed unheard of at the time, within a company like Deloitte, came from a personal need.

"I joined Deloitte in 2003," Balaji tells Global Indian. "It was also when I got married. But as two consultants travelling the world, you don't spend much time with each other. So I was thinking about what I wanted to do next, and if I could figure out a career and do really well without having to travel."

Finding his voice

Balaji joined Deloitte in 2003. He was living in Hyderabad then, where after completing his undergrad in genetics, microbiology and chemistry, he found he had no interest in the field. "I'm not good with rules and tests, and I have issues with testing as a concept," he admits. This tenacity, and the determination to do what he believed in, would eventually pay off.

"I grew up in a joint family, the youngest of 16 cousins. I was always the little boy and that was foundational in a way. When someone tells me I can't do something, that's exactly what I'm going to do. Not in a negative sense, but when you're the youngest of 16, you have to tell people that you exist," he says. So, instead of taking the tried and tested medical / engineering path to professional success, he did an MBA.

An upward trajectory at Deloitte

In 2003, Balaji joined Deloitte, then a newer company, as a research analyst. "I built credibility in the company, so when they started their consulting team, I was the first person to join," Balaji recalls. This would mark a new phase in his career, and he had to start the process of recruiting from all the business schools.

This led him to strategy consulting, and built a team intended to stay in India and deal with clients locally. However, he flew back and forth to the US, where he had clients, and eventually became the first person from India to lead a project in the US for Deloitte. The team grew into a cohort of people who were actually travelling to where the work was located.

"I was travelling to the US, and spending up to six months there each year," he said. "By the time I moved fully, I was spending nine months of the year there." However, the busy lifestyle and the constant travelling took their toll, and Balaji was beginning to understand, firsthand, the downsides to 'old school consulting'. "I was also running a VC fund for a Top 5 Pharma company and dealing with Series A and Series B startups. New companies were looking for new ways to solve old problems and I wondered why Deloitte wasn't doing that."

New solutions to old problems

The 'old school consulting problem', Balaji explains, is that it involves hiring very smart people and deploying them on client projects. "For every dollar of revenue you create, you have to hire someone new every time." The company was growing really fast and there aren't enough graduating students to keep up with the demand. That impacted the quality of hires, the amount of travel involved was only growing - even in 2020, Deloitte remained one of the largest travel buyers globally.

At this point, the idea of crowdsourcing was just a ripple in business communities. It reminded Balaji of an experience back in 2004, when the tsunami hit South East Asia. At the time, he was reading up on the disaster and found a website named tsunamihelp.blogspot.com. He signed up there as a volunteer, becoming part of a team spread out around the world. That relief effort grew hugely, and Google even linked their website to its homepage, as it had become one of the biggest clearing houses for relief efforts. "I had never met the founders, volunteers or the core team but we created an impact that was massive," he says.

If a crowdsourcing system could be set up and structured right, could it be a new age solution to the old consulting problem? This would bring in fresh ideas from around the world, with a diverse set of perspectives to a single problem. It was also more economical. "On the other hand, designing an app in-house costs tens of thousands of dollars. We're always told that we can't have all three: cheaper, faster, better. AI and crowdsourcing break that paradigm altogether."

Balaji Bondili | Deloitte Pixel | Global Indian

“Most innovation is politics”

Having a winning idea is one thing, bringing it to fruition quite another. And being an intrapreneur doesn't mean an easier path, as Balaji would learn. "You have to prove that you can solve the problem, then get funding. So for example, as a client project is happening, we also crowdsource ideas on the side. Then we show the blind outcome to the client. We saw that there was a significant statistical chance that at a lower price, we could generate equivalent or better outcomes," Balaji explains.

"There is a culture component to innovation," Balaji agrees. At Deloitte, another challenge was that people would not openly criticise. "Instead they say it is very nice, so you have to look for nuanced perspectives. If you ask 10 people, nine will say okay but not do anything about it. We call that Benevolent Neglect." He learned to not give up, and to follow through on the person who agrees to try the new tool. And if the outcome is good, others will follow - slowly.

Change is harder in a large company, also because it has a leadership ecosystem meant to protect it from rapid change. "If you don't respect that, you're also going to make enemies," Balaji says. "Most innovation is politics." He also learned to do away with what he calls the 'entrepreneur's ego', by hiding the mechanics of the solution and only showing people the outcome on the frontend. "Entrepreneurs want to communicate everything they know, they want to prove how much they know. But that's irrelevant to the consumer. How many people understand TCP / IP protocols? Do they need to understand it?"

"Kill the brand"

When it came to scaling, Balaji chose a "completely integrated end point." This meant he worked to integrate Deloitte Pixel into the core of the company, to the point where people didn't even know if they were using the old option or the new one. "You blur the line until it becomes part of the fabric." The other option, he explains, is to set up a completely different, distinct vertical on its own. "Right now, Deloitte Pixel has scaled significantly. My choice was to kill the brand. Because sometimes, a distinct brand could again just be serving the entrepreneur's ego. If a team wants app designs, they get app designs, they don't need to know who is making it."

Other pursuits

Balaji, who recently quit his full time job at Deloitte, lives in Nashville with his wife and their daughter. He also teaches at Harvard Business School and Stanford School of Business a few times each year. His wife is the founder of Butterfly Voyage, a real estate company and also teaches at Harvard Business School and Stanford School of Business a few times a year.

[caption id="attachment_53483" align="aligncenter" width="381"] Balaji Bondili | Deloitte Pixel | Global Indian Balaji with his wife and daughter[/caption]

Apart from that, he makes sure he focuses on work-life balance, and quality family time. "I have my own formula - 35 percent of my time is is for work, 40 percent is for family and the rest is just for me." He likes to read and has a soft spot for Indian historical fiction, enjoys painting, loves going to EDM concerts and takes pride in his shoe collection.

Ramayana’s global odyssey: Cultural adaptations and twists

(November 8, 2023) Ramayana, the ancient Indian epic, and the most revered text of Indian mythology stands as a timeless narrative that has transcended borders and evolved in multiple versions. The universal tale of the Indian mythology ventured into distant lands from India, in places like the heart of Indonesia to the exotic temples of Cambodia, and even the archipelagic Philippines. These adaptations, weave the lasting influence of the Ramayana on different cultures. Global Indian uncovers the footprints of the Ramayana in locales outside India, and how this has led to twists on the story of the timeless epic. Kakawin Ramayana: The Indonesian twist on an Indian epic The Ramayana arrived in Indonesia in the 8th or 9th century, and is known there as the Kakawin Ramayana. It has deeply influenced Indonesian culture, particularly among the Javanese, Balinese, and Sudanese communities, serving as a moral guide and a form of artistic expression. Traditional Wayang puppetry, including Wayang Golek and Wayang Kulit, helped integrate the Ramayana and Mahabharata into Indonesian culture. [caption id="attachment_46580" align="aligncenter" width="679"] Indonesia's artists depicting the story of Ramayana on stage[/caption] While the Kakawin Ramayana shares many characters with the Indian version, it also incorporates indigenous Javanese deities

balindian.com//wp-content/uploads/2023/11/EejQYwdUEAAgmg_.jpg" alt="Indonesia | Global Indian " width="679" height="452" /> Indonesia's artists depicting the story of Ramayana on stage[/caption]

While the Kakawin Ramayana shares many characters with the Indian version, it also incorporates indigenous Javanese deities like Semar and his four sons. One notable difference is the portrayal of Sita, who is depicted as a strong and assertive figure in the Kakawin Ramayana, in contrast to the demure and patient Sita in the Indian version.

Ramakien: Thailand's unique take on the Ramayana

In Thailand, the Ramakien, meaning the 'glory of Rama,' has become a national epic. King Rama VI played a crucial role in popularising it. The origins of the epic can be traced back to Vishnu Purana, Valmiki's Ramayana, and the Hanuman Nataka. While the original epic portrays Lord Hanuman as acting alone when setting Lanka on fire, Ramakien tells of how he led a monkey army in the attack on Krung Longka (Lanka). Hanuman used his magical powers to create a bridge for his monkey soldiers to overcome the water barrier.

[caption id="attachment_46569" align="aligncenter" width="700"] Ramayana in Thailand | Global Indian Thailand's artists depicting the story of Ramayana[/caption]

Unlike the original Ramayana, which primarily focuses on Lord Rama and his virtues, Ramakien delves deeper into the character of the demon king, Tosakanth. Ramakien admires Ravana's resourcefulness and portrays his abduction of Sita as an act of love, evoking sympathy.

Reamker: Cambodia's enduring Ramayana influence

The Cambodian rendition of the Ramayana, known as 'Reamker' or 'Ramakerti,' traces its roots in Cambodian culture as far back as the 10th century AD. Ancient Hindu temples in the region contain early references to the Ramayana, while the famous Angkor Wat temple showcases various episodes from the epic. In Reamker, Lord Ram is referred as 'Preah Ream,' Ravana as 'Krong Reap,' Sita as 'Neang Seda,' and Lakshman as 'Preah Leak,' while Hanuman retains his name with a slight pronunciation variation.

[caption id="attachment_46570" align="aligncenter" width="667"] Ramayana | Global Indian Artists of Cambodia depicting the story of Ramayana on stage[/caption]

The influence of the Ramayana on Cambodian culture is strong the story is depicted on Angkor's bas-reliefs and temple frescoes. It's a central theme in the traditional shadow play, ‘Sbek Thom’ and also forms the basis of the popular masked dance Ikhon Khol. Cambodians revere the character of Ram not only from a Hindu perspective but also as an embodiment of the Buddha himself, adding a unique layer of significance to the epic.

Hikayat Seri Rama: Malay adaptation of the Ramayana

Hikayat Seri Rama is the Malay adaptation of the Hindu Ramayana, believed to have been written between the 13th and 15th centuries. It's one of Malaysia's oldest known manuscripts and quite likely the oldest illuminated Malay manuscript. While the core story remains faithful to the original Sanskrit version, some aspects were adjusted to fit the local context, including names' spelling and pronunciation.

[caption id="attachment_46572" align="aligncenter" width="643"] Ramayana | Global Indian Malaysia's artists depicting the story on stage[/caption]

Over time, numerous branch stories emerged in the Malay adaptation of Ramayana, elevating minor characters or introducing new ones. For instance, in some variations, Laksmana takes on a more prominent role, often overshadowing Rama. Rama, though virtuous, is sometimes seen as less decisive, with the younger Laksmana admired for his courage and assertiveness.

Maharadia Lawana: Ramayana's Philippine influence

The famous Filipino 'Singkil' dance, rooted in the Ramayana, is a cherished folk dance of the Maranao people of Lake Lanao. The Hindu religion reached the Philippines from the Majapahit Empire between the 17th and 19th centuries. During this time, the epic integrated into the Philippines' folk literary tradition.

[caption id="attachment_46574" align="aligncenter" width="705"] Ramayana | Global Indian Phillipines' artists depicting the story of Ramayana on stage[/caption]

In the Maranao tribe, the Ramayana takes on a unique form known as 'Maharadia Lawana,' narrating the tale of an immortal ‘monkey-king’. This local dance style encapsulates the Ramayana's story, although certain elements are adapted or omitted. Notably, details about Lawana's (Ravana's) birth, death, and his motivation for kidnapping Sita are excluded. The fate of Lawana after combat remains ambiguous. In this version, Vibhishana's character is absent, and Hanuman and Lava-Kusa merge into a single character, Lakhsamana.

Sri Lanka's Ramayana journey: Echoes to heroic Ravana

Although there is evidence of early poetic works related to the epic within literate circles in Sri Lanka, especially in Kumaradasa's fifth-century Janakiharana, it wasn't until the 14^th century that a substantial influence of the Ramayana became apparent in Sri Lanka. During this time the story got amalgamated with the Sinhala Buddhist folklore, literature, and temple practices. Ravana, in this version, is celebrated as a heroic figure, renowned for his exceptional warrior skills and compassionate rule, accompanied by remarkable intellect. Additionally, some even assert that Ravana may have been the first to pioneer aviation, centuries prior to the Wright brothers' achievements.

[caption id="attachment_46581" align="aligncenter" width="771"] This is considered to be the remnants of Ravana's Fort in Sri Lanka[/caption]

Sri Lanka and the Ramayana share a deep-rooted connection since the island nation has a significant mention in the Ramayana. It is believed to be the kingdom of Lanka, where the episodes of Lord Rama's quest to rescue Sita unfolded. The interlinking of Sri Lanka with the epic has made the tiny island nation an integral part of the larger Indian cultural tapestry.

The multiple adaptations of Ramayana illuminates the power of storytelling and the ability of one epic to resonate with diverse societies, transcending geographical and cultural boundaries. These adaptations have enriched the world literature and has helped India’s epic tale gain global significance.

Reading Time: 5 Mins

Vimal Kapur appointed CEO of Honeywell

(March 16, 2023) In September 2022, Finance Minister Nirmala Sitharaman acknowledged the growing number of Indian-origin CEOs taking over major global firms. India, with 58 CEOs of top tier companies, is second only to the US, according to the S&P top 500 companies list. This elite tribe has only increased, with one more addition made to the list on March 15 - Honeywell veteran Vimal Kapur has been named CEO of the multinational conglomerate. "Honeywell is playing a major role in making the world a better place, and I am both proud and humbled to take on the CEO role of this great company," the Global Indian said, after the announcement was made. [caption id="attachment_36247" align="aligncenter" width="639"] Vimal Kapur is Honeywell's new Indian-origin CEO.[/caption] Expanding operations in India The world is bullish on India, and Kapur, who was at the World Economic Forum in Davos in 2023, told CNBC's Shereen Bhan on the sidelines that the conglomerate was looking to expand its operations here. "Our businesses are more resource intensive.. We have raised up to hire more people and I think in the context of India, our base is very large. So as India grows, we are set up for

CNBC's Shereen Bhan on the sidelines that the conglomerate was looking to expand its operations here. "Our businesses are more resource intensive.. We have raised up to hire more people and I think in the context of India, our base is very large. So as India grows, we are set up for growth. We will just lift up our game, to grow with India."

"Kapur brings 34 years of deep knowledge about our businesses, end markets and customer needs. His ability to drive our key sustainability and digitalisation strategic initiatives, along with his advancements of our world-class operating system - Honeywell Accelerator - throughout the organisation, gives him an outstanding platform to drive performance for our shareholders," Adamzczyk said, when the announcement was made.

From Patiala to Houston

Born in India in 1966, not much is known about Kapur's early life. He did, however, graduate with a degree in electronics engineering, with a specialisation in instrumentation, from the Patiala Institute of Engineering in Punjab, and joined Honeywell in 1989. In his 34 year association with the company, he has served in key leadership roles across the business, heading various verticals including Performance Materials and Technologies, Honeywell Building Technologies and Honeywell Process Solutions.

In 2018, Kapur took over Honeywell Building Technologies, leading the business through a period of change, instilling an intense operational and customer focus. This was during the first wave of smart buildings, which are characterised by connected and energy-efficient systems.

Smart buildings: Leading the way

As the demand for smart buildings grew, firms like Honeywell Building Technologies played a key role in their growth story,. with Kapur at the helm. Things had changed dramatically from the 1970s, when buildings and those who designed them did not consider comfort and energy-efficiency as important parameters. These issues were first broughtinto the spotlight when the advent of digital technologies. Building systems were given an overhaul - they were modified, recreated, connected and automated to digitize and aggregate data. "This was the firs step towards making building smart," Kapur said in 2020, back when he was the President and CEO at Honeywell Building Technologies. "Now, there is an opportunity to make buildings even smarter and take them to the next level."

One major transition was involving the building's occupants as key stakeholders to the process, giving them a say in design, development and operations. "Machine Learning, predictive maintenance technologies and other such advancements are making building maintenace a lot smarter," Kapur told Construction Week. With people becoming more aware of the perils of climate change, the demand for green buildings also grew - "Honeywell has always concentrated on meeting these needs in the industry," he said. As the President and CEO of HOneywell Materials and Technologies, Kapur guided the vertical through an oil and gas downturn, helping the company return stronger than ever before..

Kapur was named President and COO in July 2022 and has been leading the creation of solutions to help customers drive sustainability transformations and accelerate their digital transformation. One year prior, in 2021, he was named the President and CEO of PMT, based in Houston. He took the mantle from another Indian, Rajeev Gautam, who retired on August 13, 2021, ending a 43-year career with Honeywell. "Throughout Vimal's more than three decades with Honeywell, he has proved his outstanding leadership capabilities and deep knowledge of our end markets," Adamczyk, who was the Chairman and CEO of Honeywell at the time, said about the appointments.

Sujay Sanan: Cape Town-based Indian artist’s work finds place in South Africa’s new 5 rand coin

(June 9, 2023) "Kept this a secret for a while now. I am honoured to say that I was chosen as an artist to be part of this historic project. My drawing of southern right whales was selected for the new South African 5 Rand coin. From numismatists, designers, engravers, metallurgists, typographers — the many hands that worked on it to the millions of hands that will hold the coins. Most people who use this coin will never know who any of us are," writes Sujay Sanan on Instagram. One exquisite work by the 39-year-old Cape Town-based artist has found its eternal place on South Africa-s new 5-rand coin, forever entwining his creative spirit with the essence of the nation. [caption id="attachment_39769" align="aligncenter" width="579"] Sujay Sanan[/caption] Becoming a part of South Africa's history It was in late 2019 when an email from SA Mint, the subsidiary of South Africa Reserve Bank, left Cape Town-based Indian artist a little perplexed. He hesitated to respond, unable to fathom why the bank was summoning him for a meeting. It was only after the gentle coaxing of his then partner and now wife that he reluctantly obliged. Days later, he found himself in the

le perplexed. He hesitated to respond, unable to fathom why the bank was summoning him for a meeting. It was only after the gentle coaxing of his then partner and now wife that he reluctantly obliged. Days later, he found himself in the lobby of a downtown hotel where he was ushered into a room enveloped in an air of secrecy. Before him was a folder labeled 'Top Secret'. "In the meeting, it was revealed that they are going to tell us a secret of national importance, and the government of South Africa has classified it as top secret. It is an issue of national security," he tells Global Indian, connecting over a video call from his home on the eastern slopes of Table Mountain in Cape Town, where he moved a decade ago.

After signing a 40-page NDA, he learned about an open competition that invited the residents and citizens of South Africa, especially artists, to offer their portfolios and their creative essence, for an endeavour as grand as the very renewal of the nation's currency. Sujay was among the 60-90 artists from South Africa to be chosen for the "final leg of selection for giving in the proposals for the coin." They had two months to submit their drawings, and fulfil one condition. "What we draw could not look like any existing photograph or drawing." Sujay was excited, as "This is part of my working ethos. I like to create from my imagination." He carefully enclosed three sketches of the southern right whale in a folder to be judged by a panel. Just before the onset of the pandemic, it was revealed that his work was selected for the new 5-rand coin. However, it was to be kept secret. "Since the project was classified, I didn't even tell my mum until I had to leave for Johannesburg for the launch this year," smiles the artist.

[caption id="attachment_39771" align="aligncenter" width="578"] South Africa's new 5 rand coin[/caption]

His artwork - a drawing of a southern right whale with her calf - has been immortalised in South Africa's new 5-rand coin (replacing the wildebeest). The artist is excited to have played a small role in South Africa's history. "To be a part of something so momentous, for there shall never be another circulation coin in my lifetime, fills me with profound awe," muses the artist, whose aim lies not in the pursuit of fame, but in remaining perpetually relevant. "Fame can be short-lived but if you are relevant that stays forever. While perhaps a mere thousand individuals are privy to the coin's existence, it is destined to be touched by the hands of sixty million. It's a 5-rand coin, and so if you are poor in South Africa, there is a 100 percent chance that in the next five years, you would have used it." He shares a poignant anecdote of encountering, in a city center parking lot, a woman who elected to preserve the new coin. "It imbued me with a sense of joy as I get to be a part of someone's life - someone who doesn't know me, someone I don't know. It did spark joy that she decided to keep it and not use it. That feels like being relevant and not famous," he adds.

The journey to witnessing his artwork adorn the circulation coin spanned three years, an achievement he calls big and small at the same time. It is akin to unwrapping a multitude of tiny presents for years to come, each holding its own significance. "There is a tiny present when I see my five-year-old son grow older and have some coins in the bank, and he will know his dad did it, that's a tiny present for me," beams the artist. He also fondly remembers when, for the very first time, he received his coin as change during a simple transaction at a shop, imbuing the experience with a profound sense of personal significance.

Sujay Sanan | Global Indian

Before his work made it to the coin, Sujay dedicated countless hours and weeks to meticulously refining the sketches that would bring the southern right whale to life. Deliberately choosing to depict the tender moment of calving, he sought to convey a profound message of conservation and hope. "Showing a mother and her calf in this sort of balance in the coin is a hopeful message that there will be space for the whales and metaphorically, a space for us in the future."

The southern right whale, a baleen whale, acquired its moniker due to being considered the "right" whale to hunt, owing to its high-fat content. Once killed, their bodies floated on the water and were easier to drag to the shore during whaling. Ruthless hunting practices brought them perilously close to extinction, however with conservation efforts, the numbers have risen in the recent past.

From the orchards of Himachal to NID in Ahmedabad

The Mumbai-born's oldest memory comes from the picturesque Kaza monastery in Spiti, where he would often marvel at the monks skillfully painting murals while listening to Buddhist chants. Growing up amidst the breathtaking landscapes of Himachal Pradesh, he developed a profound affinity for nature, wildlife, and art. "I always wanted to be an artist and wanted to work with wildlife. Before I could write, I could draw and I knew this is what I wanted to do," he recalls. Thanks to his dad,a civil servant posted in Himachal, he ended up soaking in the beauty of the wilderness as a child. From hiking with a friend from Kalpa village to collecting apples from orchards and going on quests for mythical creatures, his upbringing was characterised by a leisurely pace of life, surrounded by majestic mountains, tranquil silence, and boundless room for imagination. "It was a very different time. You can't live that now," says Sujay.

This took him to the National Institute of Design in Ahmedabad. Always one with an appetite for risks, he ditched his BSc first year practical exam to sit for the NID interview- which he successfully passed, prompting him to withdraw from his BSc program. It was at NID that he acquired invaluable skills in critical thinking, self-reflection, and an unwavering drive for excellence. "It's a very special place for me as I owe a lot of who I am today to what I learnt there." At 21, he began working on substantial projects, and just two years after his graduation, he started a design studio in Delhi alongside a friend. While things seemed to be going well on the surface, deep within, he felt a persistent disconnect from his inner truth. "Design and art are very different. In design, you are working towards function - which tends to be tied to the client and the project. Art - you work towards the function of manifesting what's in your heart and mind," says Sujay, who gave up everything to move to South Africa in 2014 to work on art solely.

Sujay Sanan | Global Indian

A calling for love and art

It was love that made him take the leap of faith and move continents. He met Sophia, his now wife, at the Indian Mountaineering Foundation in Delhi and instantly knew he had found true love. Driven by a profound connection with both art and love, Sujay made the bold choice to relocate to South Africa—which evoked memories of his serene childhood amidst untamed wilderness. "I came to South Africa with a goal - to become an artist. It was nothing like the chaos of corporate life back in Delhi, instead here I experienced silence. I had no friends and the internet was sloppy back in the day, so it gave me a lot of space to go inwards," reveals Sujay who slowly started making friends, thanks to climbing sprees. "But I never talked about my work or showed my work to anyone until my first show in 2016 in Cape Town. That's when people finally got to see what I do." Quite well-received, it opened a lot of doors for him in the city. "I got invited to auctions by WWF, Wavescape. Suddenly, I wasn't so quiet in Cape Town anymore."

These last few years, he has "analytically engaged" with different mediums. He explored watercolours exclusively, intentionally avoiding the use of white or black, "to observe the darkest and the lighter shades as colour mixes." "I spent a year painting outdoors as a bi-weekly practice that forced me to observe colours in nature," he adds.

View this post on Instagram

A post shared by Sujay Sanan (@sujaysanan)

The artist, who climbs thrice a week and trains on six, also loves gardening and working on crafts projects with his son. "Living next to a national park has its perks as we often go into the forests for walks." Sujay, who has added a feather to his cap with the new 5-rand coin, says that he still has a long way to go. "I have these large visions of what I want to create. And I am in a sort of training to become good enough to create the things I see. The best is still to come."

Follow Sujay Sanan on Instagram

Reading Time: 7 min

Keeping abreast with cancer care: Dr Raghu Ram delivers early diagnosis, saves lives

(April 27, 2022) A woman gets diagnosed with breast cancer every four minutes in India, and one dies of it every 13 minutes, making it the most prevalent cancer among Indian women. Unfortunately, in India, most women are diagnosed at an advanced stage where prognosis is poor. A Hyderabad-based UK-returned doctor is working hard to change this reality. Dr Raghu Ram Pillarisetti has dedicated his life to make a significant and meaningful difference to the delivery of breast healthcare in India. Dr Pillarisetti's foundation, Ushalakshmi Breast Cancer Foundation (named after his mother), is working with a missionary zeal to make significant and meaningful difference to the lives of people affected by breast cancer or with breast-related health concerns. “Breast cancer is a huge concern today. However, the topic is still a closet issue,” explains Dr Pillarisetti, during an interaction with Global Indian, adding, “I am a living bridge between the UK and India, and on an endeavour to replicate the best of British practices into improving breast healthcare in my motherland.” [caption id="attachment_23764" align="aligncenter" width="412"] Dr Raghu Ram Pillarisetti[/caption] The highly-decorated doctor, who is the first surgeon of Indian origin to be conferred the honorary fellowship of the Association of

th="412"] Dr Raghu Ram Pillarisetti[/caption]

The highly-decorated doctor, who is the first surgeon of Indian origin to be conferred the honorary fellowship of the Association of Surgeons of Great Britain and Ireland, was recently appointed as an Officer of the Most Excellent Order of the British Empire by Her Majesty Queen Elizabeth II. The Padma Shri awardee, who believes that everything is part of god’s plan, shares that he was speechless when the British deputy high commissioner to India, Jan Thompson informed him about it. “Self-nominations are not allowed in the British honours system. So, I am not sure how my work got noticed by the British government. It was a surreal moment. I was, in fact, speechless,” laughs the doctor.

Inspired by his parents

Born in Guntur, Andhra Pradesh to a doctor couple – Prof PV Chalapathi Rao and Dr Ushalakshmi Kumari - who were working at the Guntur Medical College, soon after their son was born, they shifted to Hyderabad. This was where Dr Pillarisetti was brought up. A happy-go-lucky child, he was very inspired by his parents and their work.

“I studied at the Hyderabad Public School,” shares Dr Pillarisetti, “I wasn’t always at the top of the class; however I wasn’t a backbencher either. Mostly, I used to get first class, but never among the students who got distinction,” admits the doctor adding that he would play various sports for the fun and experience.

Following his parents’ footsteps, Dr Pillarisetti graduated in MBBS from Siddhartha Medical College. “The real turning point in my professional career came when I joined Kasturba Medical College, Mangalore to pursue master's in surgery (MS), in 1992. After my MBBS, I worked at the Osmania General Hospital in the general surgery department. I had applied for a six-month exemption at the Kasturba Medical College and gave my exams with seniors, and stood first. I was very studious during my master’s,” shares the doctor.

The Great British Isles

In 1997, Dr Pillarisetti went to the United Kingdom for FRCS. During his first visit, he impressed the Brits. “I was able to satisfy about 100 examiners in three out of the four Surgical Royal Colleges in the British Isles - Edinburgh, Glasgow and Ireland, in just two months. That is a record, which is still not broken by anyone else,” avers the doctor, who couldn’t sit for the London FRCS, since the dates clashed with his other exams. However, he was conferred the FRCS London, without sitting for the exam in 2010.

He then worked in the UK for about a decade, subsequently completing higher surgical training, and training in oncoplastic breast surgery at the Royal Marsden NHS Foundation Trust in London, and at the Nottingham Breast Institute.

While all looked peachy, an incident changed the course of his life. In 2002, while Dr Pillarisetti was working at the Cardiff Breast Unit, one of the foremost breast health centres in the UK, his mother, Dr Ushalakshmi was diagnosed with breast cancer in India. “Being an only child, I was profoundly affected by her illness. While she was undergoing treatment in the UK, I started enquiring about the situation of breast cancer treatment in India. I realised that due to the lack of awareness and absence of an organised screening programme, more than 60 per cent patients of breast cancer are diagnosed at the advanced stages,” he explains.

Homecoming

Although he and his wife, Dr Vyjayanthi, had several great opportunities in the UK, they moved back to India. “My wife, Dr Vyjayanthi, obtained her MRCOG on the very first attempt in London in 1997. She then completed structured training in obstetrics and gynaecology in the United Kingdom & subspecialty training in Reproductive Medicine, leading to CCT (certificate of completion of training), which is essential to work as a consultant Fertility Specialist in the UK. She has established one of the largest Fertility Centres in Telangana & Andhra Pradesh at KIMS Hospitals in 2009,” he shares.

[caption id="attachment_23766" align="aligncenter" width="631"] Dr Raghu Ram with his wife, Dr Vyjayanthi, after being appointed as an Officer of the Most Excellent Order of the British Empire[/caption]

After returning to India in 2007, their vision was to start a free-standing, purpose-built, comprehensive centre for breast health. “People assume that breast disease is just breast cancer alone. However, nine out of 10 women who present themselves with a lump, do not have cancer. They require reassurance about the process. So, the first step was to establish a breast centre - so that when a lady walks in the entire medical process to check her breast's health happen under one roof, including mammography, ultrasound-guided breast biopsy, and even counselling,” shares the doctor.

KIMS-Ushalakshmi Centre for Breast Diseases was established in Hyderabad. Dr Raghu Ram shares that while he envisioned and designed it, Dr B Bhaskar Rao, who is the founder of KIMS Hospitals, played a pivotal role in ensuring that the Breast Centre became a reality.

[caption id="attachment_23767" align="aligncenter" width="6000"] His Royal Highness Prince Charles, Prince of Wales, conferring the OBE to Dr Raghu Ram, at the Windsor Castle[/caption]

“I also, however, wanted to establish a not-for-profit organisation under my mother’s name, who is 90 now. So, I established the Ushalakshmi Breast Cancer Foundation, under which I have been able to create the much-needed awareness about breast cancer, through a number of unique activities, over the past 15 years,” he shares. The foundation hosts a pink ribbon walk in Hyderabad during the month of October, which sees a huge participation from people from various walks of life, including breast cancer survivors.

Family first

A tight schedule and numerous patients, that never stops him from spending time with family. “I value my family. I am not in the rat-race of private practice. I never start early and work till late. I spend quality time with them. I have two sons, and would give them both evening baths every day. My older son is studying medicine in the UK, and the younger one in the XII standard, and wants to pursue a career in law,” shares the doctor who spends a hour-and-a-half in the prayer room, meditating, daily.

Follow Dr Raghu Ram Pillarisetti on Facebook and Twitter
Follow Ushalakshmi Breast Cancer Foundation on Twitter

Reading Time: 7 mins