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Indians in UK most successful ethnic | Global Indian
Global IndianstoryWhy are Indians outperforming everybody else in the UK?
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Why are Indians outperforming everybody else in the UK?

Written by: Vikram Sharma

(October 23, 2024) The Indian community, the largest Asian ethnic group in Britain is outperforming all ethnic groups, including white British, when it comes to the percentage that work in professions, hourly pay rate, the percentage that owns homes and the percentage in employment or self-employment. These are the findings in a recent report titled, A portrait of modern Britain, published by UK think tank, Policy Exchange, which has found that British Indians are among the most successful ethno-religious groups in modern Britain.

Indians in UK most successful ethnic | Global Indian

The rise and rise of the Indian diaspora

The modern rise of the Indian diaspora in the UK began with migration waves during the mid-20th century, notably after the 1960s. Following the expulsion of Asians from Uganda in 1972, thousands of Indian-origin families sought refuge in the UK, bringing with them a culture of entrepreneurship. Many started small businesses, mainly in retail, hospitality, and textiles. Over the years, the community expanded its reach into sectors like healthcare, where British Indians now make up a significant proportion of NHS doctors, and technology, with many working in IT and engineering roles.

According to Pratik Dattani, Founder, Bridge India, being compelled to overcome great struggles has contributed to our success. “Many migrants came to Britain as refugees who lost everything and had to rebuild their lives, such as East Africa Asians in the 1970s, who had to reinvent themselves for the second time in a generation, says Pratik. “They were the ones that led from the front in terms of helping Indians rise to the top in Britain. For example, almost all of the Indian-origin Cabinet Ministers of the last decade share this background,” he adds.

‘Education is in our DNA’

Indians have always valued education, and it has become a cornerstone of our success, leading to high representation in law, finance, and academia. Today, British Indians are among the most successful ethnic groups, with prominent figures in Parliament, including former Home Secretary Priti Patel and current Chancellor Rishi Sunak. The community’s focus on education, economic independence, and adaptability has been crucial to its achievements and integration.

Indians in UK most successful ethnic | Global Indian

“Aspiring for knowledge and prosperity are ingrained in Indian DNA,” says Rasagudha Vinjamuri, Associate Lecturer at the University of Sunderland in London. “British Indians are high ranking academic staff in many prestigious educational institutions and are an important part of National Health Services staff and doctors in the UK. One of the pillars for this is the emphasis and focus on education and educational achievements,” she points out, in a chat with Global Indian.

Another key aspect, she says, is the inbuilt culture of respecting social integration and fostering cordial, supportive and collaborative societal and professional relationships. “The entrepreneurial and social success therefore can be attributed to the ethics and disposition, besides hard work.

The home-owners

Home ownership is another important motivation usually seen in Indians, who are the biggest group of property owners in London, having important role and impact on property market. Indian households have highest rate of home ownership in England (71%), compared to all other ethnic groups.

“Indians prefer having individual dwelling, a place of belonging, hence invest and work towards owning personal residential space as much as possible,” adds Ragasudha.

Family structure 

Diya Pilani, Director, Pilani Group, who own a chain of hotels in UK, feels cultural and family structures are key. “In our community, family networks tend to be close-knit, offering emotional and financial support, which creates a stable environment for pursuing challenging academic and professional careers that are often more rewarding,” she tells GI.

In fact, according to the report by Policy Exchange, ethnic groups with a tradition of a stable family life do better than those with high levels of family separations. These ethnic groups, where an emphasis on family values is high, are now outperforming whites on economic, health and education metrics.

Data: Policy Exchange

Cultural adaptability 

Diya says many British Indians have successfully launched their own ventures, fostering economic self-sufficiency and success. From small enterprises to larger businesses, the community has a notable presence in sectors like retail, hospitality, and finance.

“Cultural adaptability is another important factor. While maintaining a distinct cultural identity, British Indians have integrated well into broader society and the workforce. This ability to adapt has helped the community thrive in both corporate and entrepreneurial spaces, often avoiding the same level of alienation that other minority groups may face.”

A strong work ethic, shaped by cultural values and necessity, is also a common trait. “Combined with the fact that the British Indian community is relatively young and growing, this contributes to higher employment rates and economic dynamism,” says Diya, adding there have been challenges in the form of discrimination, glass ceilings in certain industries, and disparities in political representation.

Indian values 

“Our values of hard work, decent living, giving back to the wider society are the main reasons why the Indian community has outperformed,” smiles Virendra Sharma, former MP for London Ealing Southall.

Speaking to GI, he says Indian saints, scriptures and teaching inspires the community to do better. “In Britain, Indians prefer their children to have better education, hard and honest work and device. We are least dependent on social housing, lowest in benefits and very small number in prison,” says the former MP, while congratulating all Indian Origin people living in Britain.

Shaping the social landscape

“Our values of hard work, decent living, giving back to the wider society are the main reasons why the Indian community has outperformed the rest.” – Virendra Sharma, former MP, London Ealing Southall

UK-based IT Consultant and Entrepreneur Ceeka Chandra Shaker says the Indian diaspora in the UK has played a vital role in shaping the social landscape of British society.

“Migration began in the early 19th century, often during the World Wars, and has evolved over time. Today, the Indian community, particularly in the IT sector, stands out as one of the most influential and established ethnic minorities in the UK, making significant cultural and financial contributions, including substantial tax payments,” he says.

Chandra Shaker says among the UK’s billionaires, many are of Indian descent, reflecting the community’s economic success. “Indians, as the largest ethnic group, consistently outperform other groups in terms of financial contributions, with an impressive tax contribution of around £50 billion,” he informs.

IT sector 

The current wave of immigrants largely consists of IT consultants who are instrumental in introducing innovative products and services to the UK market. “These professionals typically earn competitive salaries, which they often reinvest in the UK through real estate and various business ventures,” he says.

A notable shift observed over the past two decades is the reversal of financial flows. “While a significant amount of money was previously sent from the UK to India, the trend has now changed, with many individuals bringing wealth back to the UK, often through the sale of ancestral properties,” points out Chandra Shaker.

Re-investing in the UK

Local communities frequently discuss the risks associated with holding property in certain parts of India, while the rental market in UK remains attractive, offering high security and lucrative investment opportunities compared to urban areas in India.

“Despite the significantly higher capital growth in India, many individuals are choosing to invest in the UK. This preference is largely driven by the robust infrastructure, established legal frameworks, and the sense of security provided by the government,” says the IT consultant.

Additionally, he says, there is a growing sentiment among people that settling in the UK offers a more luxurious lifestyle compared to investing or saving in their home country, a shift from the trends observed two decades ago. “Beyond IT consultants, a substantial number of individuals are actively engaged in the property market, whether through buy-to-let developments or commercial property management.”

New trend 

Currently, a notable trend among the Indian community is a move towards the retail sector, with many opting to open offline shops, pharmacies, and various grocery stores.

“When conversing with individuals from other nationalities, one key distinction that stands out is the Indian community’s relentless drive for success, deeply rooted in their culture. This determination is further influenced by the challenges faced during the 1980s, leading to a strong emphasis on the importance of saving,” adds Chandra Shaker.

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  • British Indians
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  • Indians most successful ethnic group in UK
  • Policy Exchange
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Published on 23, Oct 2024

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Kebabs to Jackfruit Dabeli Bao: Chef Manav Tuli’s journey to a Michelin Star at Chaat, Hong Kong

(August 25, 2024) Rooted in tradition, Chef Manav Tuli, the man behind the Michelin-starred restaurant at Chaat, Hong Kong, likes to innovate. Now a chef-owner at Leela, Chef Manav’s love for improvisation has resulted in eclectic offerings like Oxtail Chakundar Gosht (cooked with beetroot and its leaves), Jackfruit Dabeli Bao and Tandoori pork ribs. From the iconic Chutney Mary in London, to winning a Michelin Star at Chaat in Hong Kong, and branching out as an entrepreneur, Chef Manav Tuli shares his incredible journey with Global Indian. Chef Manav Tuli’s career milestones have the knack of propelling him to the next one. As also the setbacks his family had witnessed, when they moved to India, post-partition. Chef Manav recalls how he chose to become a chef. “My grandparents came from a wealthy family but lost everything after the partition,” he says. His grandfather was offered a government grant, which he refused, and went on to set up a restaurant of his own. However, things ended badly, when he was cheated by his business partners. “He lost his will to live after the losses. When my father grew up, those people gave him a job at the same restaurant. By the

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e lost his will to live after the losses. When my father grew up, those people gave him a job at the same restaurant. By the time I grew up, my father did not have good memories of those times and had a low opinion of the hospitality field. He was quite apprehensive of this profession and it was not considered prestigious during that time.”

[caption id="attachment_54518" align="aligncenter" width="340"]Chef Manav Tuli | Leela | Chaat Hong Kong | Global Indian Chef Manav Tuli[/caption]

A journey begins

To escape the pressure of pursuing a medical or engineering degree like the children of family friends were doing, Chef Manav joined the Indian Institute of Hotel Management, in faraway Thiruvananthapuram. “This led to my first job as a Commis at The Trident, Udaipur,” he says. This was followed by a post-graduate diploma at the Oberoi Centre of Learning and Development. During the two-year course, he travelled to Jaipur, Mumbai, New Delhi and Gurgaon between semesters and his final posting was at The Oberoi in Mumbai.”

Interestingly, Chef Manav witnessed the harrowing events of 26/11 at that time. He reveals, “I was leaving for Mauritius, and we had a party organised at the nearby Hotel Marine Plaza. Chef Matthew Crop’s (my boss) wife decided to leave the party early and went back to the hotel. That is when we heard about the terrorist attack and followed him there. We were not allowed to enter and all of us stayed near the Inox cinema complex across the road. It was a terrifying three days, but she was alright when the attack ended.”

Iconic brands and taking risks

Chef Manav admits he tends to keep asking himself, what next? From 2008 to 2011, he worked at the InterContinental in Mauritius. As far as cuisines went, he gravitated towards Indian cuisines. “At OCLD, we were taught all cuisines and I used to think, and even speak with my head chefs that I was wasting my time learning Italian or Japanese cuisines,” he admits. “I knew I would eventually be a chef making Indian food. This is because I believe that even if an Indian chef interprets something differently, an Indian making Indian food will always be accepted.” However, his diverse training paid off, resulting in his unique style.

Armed with early childhood influences of his grandmother cooking, and even pickling wild boar meat, Chef Manav, who was drawn to the nuances of fine dining, headed to London, where he joined Chutney Mary. It was a career milestone and Chef Manav and his wife lived in a studio apartment, saved as much as they could, and finally bought their own place. “My refinement as a chef happened in London.” There, he was also involved with the opening of Tamarind when it was rebranded with Chef Karunesh Khanna for the first year.

[caption id="attachment_54519" align="aligncenter" width="471"]Michelin Star Chakundar Oxtail Ghosht[/caption]

After eight years in London, Chef Manav was bogged down by monotony and wanted something more. The restaurant owners idea of rebranding was sending me to Mumbai with a list of restaurants to eat at and then recreating those dishes in London. That process did teach me a lot, but I also wanted to express myself more and discover uncharted waters.”

As luck would have it, Chef Manav joined Tamarind restaurant and did the opening as Head Chef. Soon, he got a call from his previous chef at Chutney Mary – Chef Siddharth Krishna – asking if he was interested in joining Rosewood Hotels at their flagship property in Hong Kong to launch Chaat, their Indian restaurant – the first Indian restaurant in Hong Kong at a five-star hotel. “I had no clue about Hong Kong, had never even been there, but I said yes.”

Success in the Orient

Moving to another country and city, despite being comfortable, was the result of Chef Manav’s philosophy. He says, “Your definition of success changes after doing the same job for seven years. It progresses with time, age and money. I knew that I would probably feel the same unrest at Tamarind after a while.” So, he decided to move, although his daughter was only eight months old and his wife had a steady job. The family landed in Hong Kong on 29th August 2019; amidst social unrest and riots. “The project got delayed and I started thinking that maybe I had made the wrong decision. But, we finally launched in May 2020, during Covid.”

There were several challenges starting from the fact that Chef Manav did not even like the name Chaat. “The name did not excite me; the first impression was that we would be serving extensive chaats,” he says. “Later it did make sense when I came up with the idea of ‘serving street food of India in an elevated manner’ and gave it a story by including kababs, biryanis, and curries, all of which are also available on the streets.”

Chef Manav spent the lockdown doing menu testing and tasting, besides cooking for VIPs and the staff, using the experience as an exercise in understanding local tastes and preferences. The restaurant became a huge success and some of the bestsellers he created here include the Octopus Biryani, Tandoori Tomahawk, Tandoori Char Siu, Raj Kachori, Baked Samosa made like a cream horn, with stuffings ranging from lamb to plant-based meat derived from jackfruit.

 

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A post shared by Leela (@leela.hkg)

In 2022, under his leadership, Chaat won a Michelin star. He recalls how that panned out. “Michelin star for any Chef is the most unbiased and most prestigious award in the culinary world in my opinion. At Chaat, I was allowed to spread my wings and innovate. Pearl Yan, who was with Michelin Star approached us saying they were conducting interviews with chefs around the city. Halfway through it, she got a call which she answered. I found it rather odd that with all the camera people around, and in the middle of an interview, she was answering her phone. Then she gave me the phone and said, “This call is for you.” It was the Michelin team informing me that we had been awarded the Michelin Star! I started crying; I couldn’t believe it. It was one of the best days of my life,” he says.

The move to entrepreneurship

Again, the desire to move after the biggest achievement of a chef’s career struck. But he was now looking to be a chef-owner. It was a plan at the back of his mind that came to fruition sooner than he expected. He says, “At a chefs’ lunch, I met a friend, Chef Agustin Balbi and I asked him how he had launched Andō – the Michelin-starred Spanish Japanese restaurant. He had spoken to Yenn Wong, the CEO of the JIA group who helped him launch it. He connected me with her and we decided to launch Leela, at Causeway Bay.”

Leaving a well-established Michelin-star restaurant to launch a new brand was a risk. But Chef Manav was confident of his abilities despite the opening pangs. “I had peaked at Chaat, and was hungry for more. I wanted to leave before the monotony set in. Besides, as a partner, the perspectives are different from when you are working for someone.”

Tradition meets innovation meets fine dining

 The cuisine at Leela is markedly different from that of Chaat despite the inevitable comparisons. Chef Manav says, “I cook traditional Indian food but I innovate too. The Oxtail Chakundar Gosht [meat cooked with beetroot and its leaves] and Paneer Chestnut are popular. The Tokri Chaat, Jackfruit Dabeli Bao, Tandoori Pork Ribs, Kandhari Lamb Chops and the Bone Marrow Biryani are bestsellers. We change the menu incrementally every three months. I intend to showcase royal recipes from Greater India – the area that was the Indian empire during the Maurya kingdom in the third century BCE. Essentially, recipes from Greater India.”

Chef Manav’s style remains rooted in tradition, but his creations are authentic and innovative with the application of two of his favourite expressions – refinement and balance. He is also working on a recipe book with all his recipes but claims he has a long way to go before it is ready. Knowing his questioning nature, it should appear soon.

  • Follow Chef Manav Tuli, Leela Hong Kong and Chaat on Instagram. 
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The Patel Motel phenomenon: How Gujarati immigrants conquered the American Dream

(September 4, 2024) "Why shouldn't I be here?" It was a question to which Tunku Varadarajan, who was reporting for the New York Times had no answer. And "Why are you here?" is a question that the Patels have been faced with countless times since the 1960s, when they first began building what is now their legacy, now known as the Patel Motel phenomenon. They own anywhere between 40 to 60 percent of all hotels in the US, and have branched out from seedier highway establishments to brands like the Marriott and the Hilton. The racism has been relentless, but so has the growth of the Patel legacy. In 1999, Varadarajan would go on to write an article coining the (unflattering) phrase 'The Patel Motel Cartel' for the New York Times. The Indian owner of the motel in Texas told Varadarajan that if he were to travel 15 miles west, he would find a motel owned by his cousin. Ninety miles south was another cousin in another motel there was also an uncle with a motel in Georgia. "Wherever there was a motel in the US, there were likely to be people from India running it," the man said. Global

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the man said.

Global Indian takes a look at the remarkable story of the Patel businessmen who took over California's hotel business.

Patel Motel phenomenon | Global Indian

How do Patels own motels

The Patel Motel story actually began with a Desai, some twenty years before Gujaratis from Asia and Africa began pouring into the US. This pioneer was an illegal immigrant named Kanjibhai Desai, who came to the United States from West Indies, via Mexico, with no documents. This was in 1922, in San Francisco.

Kanjibhai first found work on a farm, where he picked fruit for extremely low wages. He had no choice, however, being an undocumented immigrant. Years later, Desai was living in the Goldfield Hotel, a residential hotel that was owned then by a Japanese American. However, when World War II came to the US, Japanese Americans were thrown into prison camps. This included the owner of the Goldfield Hotel, and Desai, who saw an opportunity, bought up the property for a song. Still, writes Mahendra K Doshi in his book, 'From Surat to San Francisco: How the Patels Established the Hotel Business in California', Kanji had great foresight. When he took over his 'single room occupancy' establishment, he encouraged other Patels to travel to America, promising to help them out. He told them to work in the farms to earn the money they needed to lease an SRO of their own, and in his own motel, gave them a place to stay and eat. In fact, Doshi writes, he would not even charge them for accommodation until they had earned the down payment for their own hotel.

In his book, Life Behind the Lobby, author Pawan Dhingra quotes an early Gujarati immigrant who spoke about the pioneer, saying, "You know, this was at the time of World War ii, but Japan attacked Pearl Harbour. He was staying at this hotel, and I guess there (was) a Japanese lessee or Japanese owner. And um, he had leased it. So (Desai) brought his lease for, I don't know, whatever, for a couple of hundred bucks. I don't know what it was."

[caption id="attachment_55431" align="aligncenter" width="576"]Kanjibhai Desai | Patel Motel phenomenon | Global Indian Hoteliers Kanji Manchhu Desai, Nanalal Patel, and D. Lal. (Photo courtesy of Mahendra K. Doshi/ India Currents)[/caption]

How the ‘Potels’ became a phenomenon

Although Kanjibhai Desai laid the foundation, the Patel Motel business really began to boom after 1965, when America introduced the Immigrant and Nationality Act, marking the start of a golden age for the Gujarati businessman in the US. According to this Act, any immigrant who was willing to invest $40,000 in a business was eligible to apply for permanent residence, and eventually for citizenship.

For Gujaratis, motels were the best option available. Restaurants were out of the question, because the Gujarati community was strictly vegetarian, and since restaurants are a people-business, they didn’t have the language skills they needed to cope. However, there were lots of roadside motels in distress, failing businesses that nobody else really wanted.

There was a challenge every step of the way, including the fact that these were immigrants who spoke no English and made no visible attempt to assimilate with the local culture. Local customers may not have taken too favourably to immigrants running the all-American motels, the Patels had to be strategic. Staffing was minimal anyway, but they would try to hire a white person to sit at the lobby and greet customers, so residents would not even know that the motel was owned by an Indian. "It was hard," recalls Binita Patel, whose parents owned hotels in North Carolina in the 1980s, in an interview with NPR. "I remember someone pulling their window down and yelling, 'Go back to your own country,' as we were walking home."

Growing the Patel Motel empire

Dhingra writes that the hotel Kanjibhai Desai bought was on Fourth Street in downtown San Francisco. These residential hotels were low budget places, and individual rooms didn't even have private bathrooms. In fact, he adds, these residential hotels still exist in San Francisco, and are still owned by Indian Americans.

They also took over a slightly higher rung of motels, taking on franchises like Days Inn, Econo Lodge and the very well-known Motel 6. Usually located on highways, these places cater to tourists looking for budget stays, truckers and people doing temporary menial work. Many of these franchises didn't have many takers among the locals, because it involved moving to the most remote areas of the country, which the Patels were willing to do. They also didn't ask for much in terms of lifestyle, and would usually live on site with their families. "They buy a hotel that has 20 rooms, move up to 50 rooms and then purchase a 100-room motel," said Arvind Singhal, a professor of communication at the University of Texas, in an interview with Borderzine.

[caption id="attachment_55429" align="aligncenter" width="390"]Life Behind the Lobby | Patel Motel Phenomenon | Global Indian Life Behind the Lobby, by Pawan Dhingra, published by the Stanford University Press.[/caption]

These low budget establishments ran with limited or not staff, and would struggle to make ends meet, writes Dhingra. "(They) go without healthcare for themselves and their workers, and lack social prestige in their local community even while the ethnic group as a whole is praised." When their fellow Indian Americans came to the US as the country's elite workers, usually as doctors, venture capitalists or engineers, the Patels, worked hard at this seemingly unglamorous career. They were looked down upon even within their own community.

They also expanded to middle-budget motels like the Ramada Inn, higher-middle budget hotels like the Holiday Inn and the Hampton Inn. As their legacy grew, they took over high-budget establishments like Courtyard by Marriott and the Hilton Garden Inn.

What’s behind their success?

They had had a secret sauce for success, a flawless work ethic combined with a sense of community. While they faced countless challenges in the US, as they had in Africa, they had learned to rely on each other. Patels helped other Patels. And the slump in the motel industry gave them an opportunity like no other. They brought in their families and a host of relatives to man the motels, and also brought in more modern accounting methods. "Four times cash flow became the mantra of the Patels," writes Turkel. "If the distressed motel produced $10,000 per year in revenues, and could be acquired for $40,000, it was profitable to a hard-working family." As more Gujarati immigrants arrived in the US, they continued to build on the foundations of the motel business.

They never shied away from hard work, preferred investment to consumerism and relied on each other. And today, Indian Americans own more than 40% of all hotels and motels in the US, which includes around 20,000 properties in total. Out of these, some 70% are owned by Gujaratis, most of whom are either Patels or Amins.

Patel Motel Phenomenon | Motel 6 | Global Indian

Today, the Patels embody the American Dream – immigrants who landed in the US with nothing to their name, who built a fortune through sheer hard work and shrewd business acumen. In fact, in 2011, when property magnate Charlie Munger was asked about real estate in the US, he said, “Those Patels from India buy all the motels; they know more about motels than you do. They live in a goddamn motel. They pay no income taxes. They don’t pay much in worker’s compensation, and every dime they get, they fix up the thing to buy another motel. Do you want to compete with the Patels? Not I! Not I!”

 

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The Astronaut Maker: Dr. Ravi Margasahayam, the man who sent over 700 humans into space

(October 13, 2022) About 15 minutes into our conversation, Dr. Ravi Margasahayam told me that he once had a chance meeting with mountaineer Tenzing Norgay, who taught him a very important lesson - something he still lives by. "It was 1973, I was in engineering college. We friends were roaming the streets of Darjeeling, looking for a postcard of Tenzing Norgay – the first man who climbed Mt Everest, when we spotted the man himself, sitting nearby, and we introduced ourselves to him. As he chatted with us, he told me, 'You young engineers must be thinking of climbing Everest someday. But I have already done that. You must find your own mountain to climb'," shared the Global Space Ambassador for John F. Kennedy Space Center, NASA, as he connected with me over a video call. [caption id="attachment_30545" align="aligncenter" width="631"] Dr. Ravi Margasahayam                                                                     (photo credit: Dr. Margasahayam)[/caption] Heeding Norgay’s advice, Dr. Margasahayam went on a quest to find his own peak to scale. And he found his

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Indian" width="631" height="841" /> Dr. Ravi Margasahayam                                                                     (photo credit: Dr. Margasahayam)[/caption]

Heeding Norgay’s advice, Dr. Margasahayam went on a quest to find his own peak to scale. And he found his destination about 15,000 km away from Bengaluru, at the Kennedy Space Center in Florida, USA. In a glorious career spanning over three decades, Dr. Margasahayam has played an instrumental role in launching over a hundred Space Shuttle missions, which took more than 700 astronauts to space, including Indian-born astronaut, Kalpana Chawla. He is the only person of Indian origin to work, manage, and conduct research on both launch pads - Complex 39A and 39B - the same from where NASA sent humans to land on the Moon.

"I once met former President of India, Dr. APJ Abdul Kalam and had the privilege of showing him around the John F. Kennedy Space Center. He told me that he envied me, saying, ‘You did the one thing I couldn't ever do - launch humans into space. You are an Astronaut Maker'," shares the 69-year-old proud Global Indian.

The dream is alive

Born in Mumbai, to a civil engineer father and a homemaker mother, Dr. Margasahayam got an opportunity to explore the world right from when he was an infant. "My father was deputed to United Nations. Soon after I was born, we moved to Myanmar and then to Kabul, Afghanistan." A curious kid, he was always fascinated with machines, which helped him choose his career path.

A love for machines wasn't the only reason he became an aerospace engineer, Dr. Margasahayam was equally mesmerised by the glitz of Bollywood. "When I was around 10, I watched the Hindi film Sangam wherein Raj Kapoor played an Indian Air Force pilot, and it inspired me a lot. I thought of becoming a pilot as I would travel to exotic locations, and have a beautiful wife," laughs the NASA veteran, adding, "Well, I couldn't become a pilot, but I sent many to space, and I have a beautiful wife."

After spending a few years in Afghanistan, the engineer came back to Mumbai to pursue his education. "Some failures are successful failures. My father wanted me to pursue engineering, however, my percentage in Class 12 wasn't enough to get me in a Mumbai college. So, I came to Bengaluru to do mechanical engineering and earned a degree in 1975," says Dr. Margasahayam.

Lift off!

After completing his degree, he moved to Oman where his dad was posted at that time. However, the lack of opportunities in Muscat led the NASA veteran to move to Chicago, where one of his aunts lived. "I went on a tourist visa in 1975, with no clothes, no books, no money, and no ambition - just my aunt's house," the NASA researcher smiles, adding, "I remember landing in New York and was completely amazed. It was a big city and so glamourous. I hadn't seen anything like that before. From there, I went to my aunt's place in Chicago."

[caption id="attachment_30548" align="aligncenter" width="645"]NASA | Dr. Ravi Margasahayam | Global Indian Photo credit: Dr Margasahayam[/caption]

Although he hoped to return to the country after six weeks in the US, destiny had other plans for him. His aunt’s connections helped him apply for a master's programme at the Illinois Institute of Technology. "I met the Chairman of the engineering department, Dr. Sudhir Kumar. He offered me a contingent admission, asking me to convert the visa for a semester. I managed to do that and earned my master's in aerospace engineering in 1978."

However, he still had more hurdles to cross. "One of the biggest issues was understanding their English accent, even though I was a fluent English speaker," he says, adding, "By the second semester, I had to take up several odd jobs to make ends meet, including one at a Mexican restaurant and another at a welding shop." Six months into his Ph.D. work at the same institution, he started applying for jobs and found one as a railroad engineer at Conrail in Philadelphia.

The aero world

About one-and-a-half years later, Dr. Margasahayam bagged an opportunity to work for Boeing, in Colorado. "My boss was so impressed with my CV that he asked me join from the next week itself. However, I was getting married in a few months and had to return to India. So, I joined them about nine months later in 1981."

[caption id="attachment_30552" align="aligncenter" width="713"]NASA | Dr. Ravi Margasahayam | Global Indian Dr Margasahayam working on NASA's launchpad                                                          (photo credit: Michael Soluri)[/caption]

It was a usual afternoon in 1986 when Dr. Margasahayam heard the news about the space shuttle Challenger disaster which left him deeply shocked. About two years after the fateful accident, he applied for a job at NASA. "During my interview, the person asked if I had ever launched or even seen a rocket, and I said no. When he said how can he hire someone with no knowledge about rockets, I told him that a car and a plane both vibrate when they function - and so does the rocket. And as a vibration engineer, I can fix several problems for NASA," he shares.

[caption id="attachment_30553" align="aligncenter" width="670"]NASA | Dr. Ravi Margasahayam | Global Indian Dr Margasahayam and his father with Dr APJ Abdul Kalam                         (photo credit: Dr. Margasahayam)[/caption]

In 1989, Dr. Margasahayam became the first Indian to work and research at NASA's Moonpad - the same launchpad from where Neil Armstrong, Buzz Aldrin, and Michael Collins left Earth for the Moon. "I was given free access, making me the only Indian to date to work on both the launchpads of NASA. I studied the field of Vibroacoustics - which is the science of how sounds can create vibrations and become a load on a structure and affect our space shuttles," he explains.

Only in his first year, he played a pivotal role in NASA launch probes to the Sun (Ulysses), Venus (Magellan), and Jupiter (Galileo). He was also the core member of the team that launched the Hubble Space Telescope - which completely changed the human's fundamental understanding of the Universe. "I can hardly express how incredible it was for a Mumbai boy to launch these 2-million-kg shuttles to various planets. The entire Universe was now my playground," shares Dr. Margasahayam. He was also a part of the team that build the International Space Station (ISS) - or a "Taj Mahal in the heavens" as he calls it - and send the Alpha Magnetic Spectrometer (AMS) there to study the dark matter.

[caption id="attachment_30550" align="aligncenter" width="646"]NASA | Dr. Ravi Margasahayam | Global Indian Dr. Margasahayam receiving the prestigious Silver Snoopy award in 1996, from eminent American astronaut, Pamela Melroy                                                                       (photo credit: Dr. Margasahayam)[/caption]

With one of the most eminent American astronauts, Pamela Melroy, being his mentor, Dr. Margasahayam won the most prestigious honour in the field of engineering - Silver Snoopy award in 1996. He became NASA’s international expert and lead scientist on Rocket Launch-induced Noise and Vibration technology, and the only engineer at NASA who was allowed to install his own structure, designed to measure acoustic loads and structural vibration of pad structures. As the VIP Tour Guide, he escorted several eminent guests, who visited the John F. Kennedy Space Center in Florida.

A tale of two Indians

Around the same time that Dr. Margasahayam received the Silver Snoopy award, another Indian, Kalpana Chawla, was training to become an astronaut. It was during a visit to the Kennedy Space Center, in Florida, that the two Indians first met, and later became good friends. "Pamela informed me that there was a new girl in the NASA Astronaut Corp from India, Kalpana Chawla. That was the first time I had heard of her. Kalpana visited the launchpad after she got the assignment to go to the space in STS-87 - Space Shuttle Columbia - in 1997. I was a part of the team that trained that crew about the terminal countdown demonstration, where we teach the astronauts how to shield themselves in case of any accidents and escape from there. I remember standing two feet away from Kalpana when she was boarding the space shuttle. The mission was successful," shares the NASA veteran, who later arranged for the then-Indian Prime Minister Inder Kumar Gujral to speak to Kalpana, while she was in space.

https://www.youtube.com/watch?v=rK2kaPc7c5o

Six years later, Kalpana again donned the astronaut suit, boarded the ill-fated space shuttle Columbia and died as the shuttle re-entred into the Earth's atmosphere. "I was the last person to see her before she boarded the shuttle," Dr. Margasahayam recalls, "Space shuttles are never late for the landing. If they are late, it means that there is something wrong. So, when Columbia was late for its landing on February 1, 2003, I remember the Centre Director saying that there was no hope that they would make it. It was quite tragic. I and several NASA people went walking for miles to collect the parts of shuttle debris and the remains of the astronauts."

A few weeks before her ill-fated mission, Kalpana told Dr. Margasahayam that they should return to India and encourage more people to take up careers in aerospace technology. While that could never happen, in 2019 Dr. Margasahayam inaugurated the National Space Society's Mumbai chapter to engage Indian youth in the space sciences - honouring one of the astronaut's last wishes.

The journey never stops...

In 2016, Dr. Margasahayam officially retired as the Co-Chair of the Ground Review Safety Panel (GSRP), which reviews safety for all payloads going to the International Space Station (ISS), from anywhere in the world. In 2019, he was nominated by NASA Astronauts and held the position of Solar System Ambassador for the Jet Propulsion Laboratory, in Pasadena, California. An eloquent public speaker, the NASA veteran has encouraged several young people to explore the secrets of the Universe.

https://www.youtube.com/watch?v=dLZXZB3ug88

"For me what matters is to inspire the next generation to ride on our shoulders and do better than us. We have opened a path to human spaceflight - live and work in space. What did not happen in 60,000 years, we have been able to do in the last 60 years. Humankind is much benefitted by space exploration, and we have a long way to go from here," signs off Dr. Margasahayam.

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Reading Time: 8 mins

Story
Who is Ajit Mohan, the former head of Meta India?

(November 6, 2022) Ajit Mohan boarded a plane for the first time when he was 18-years-old, back in 1993, flying from Madras to Singapore. In a way, that flight was the turning point of his life - after graduating from Nanyang Technological University in Singapore, Mohan hasn't looked back once. Three years after joining Meta as its India head, Mohan is back in the news as he stepped down with immediate effect, reportedly to join the rival social media platform, Snap, where he will head regional sales in the Asia-Pacific region and report to the company chief, Jerry Hunter. Global Indian takes a look at his journey. The face of Meta India In 2019, Ajit joined Meta as the managing director and vice-president of Facebook India. He was among those who galvanised the company's massive presence in the country today, joining at a time when Facebook's reputation in India was in desperate need of a makeover. A few years prior, the company had tried to elbow its way into the rural Indian market through Free Basics, a subsidised internet services package that quickly became a cause for outrage. With Mohan as the company's new face, Facebook India went on to become a country unit,

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ecame a cause for outrage. With Mohan as the company's new face, Facebook India went on to become a country unit, a standalone operation that reported straight to the headquarters in Menlo Park, California. WhatsApp and Instagram also added over two million users in the country.

After 2019, however, Facebook took on a much more compliant, desi avatar, more so with Mohan as the face of the company. It also began investing in tech startups, making its first minority investment in the world in Meesho, a social commerce company. "We would like to associate with startups that build tech capacity, impact economic growth, create jobs and improve women's participation online," Mohan told Manorama back in 2019. Tapping Indian women as entrepreneurs, employees and consumers became a priority for Facebook, with the number of Indian 4G users exploding from 30 million to a whopping 400 million in three years. The percentage of women was between 30 and 35 percent. At the time of his interview, Mohan said that the "Facebook family of apps has more than 325 million users in a month. WhatsApp has more than 400 million users a month. With Facebook App, Instagram and WhatsApp, we are growing really fast."

From Travancore to the world

Born in Eloor, about 13-kilometres north of Kochi, Ajit Mohan grew up as the quintessential small-town lad. "My parents still live there," he said, in the extensive interview with Manorama. His father, who had served in the Indian Air Force for 16 years in Signals Intelligence and took part in the 1962 India China war, went on to work in the Fertilisers and Chemicals Travancore Limited (FACT).

Mohan, who studied at a school in Udyogamandal, where his father worked, said, "My classmates were my friends. I knew their families. It was a cozy world. I knew everyone and everyone knew me. I barely travelled before that. I never left the country. The first flight I took was Madras (now Chennai) to Singapore. I arrived at a place that was diverse and multi-cultural." Mohan thrived in this new, international atmosphere. One year after arriving at Nanyang, he ran for the students' union and won the election. He was following a love for public policy, which he continues to do.

From there, Mohan took off to America, to Johns Hopkins University where he studied economics and policy, cofollowed by an MBA from the Wharton School. He began his career in 1997 and those early years took him to Malaysia, the US and Brazil as well. The Wharton School grad also worked at McKinsey & Co., where he dealt with media projects, working with film and TV studios, production and online gaming. "I remember travelling every day of the week at one point when I was based in the US," Mohan told Livemint.

Building sustainable Indian cities to heading Hotstar

In 2008, when McKinsey Global Institute wanted someone to work on sustainable cities in India, Mohan grabbed the opportunity, returning to India to work on public policy. This included a stint with the then Ministry of Urban Development (now the Ministry of Housing and Urban Affairs), the Planning Commission and the International Centre for Research of Women. "My brother and I had grown up thinking we have to have some engagement with what's going on at a larger level," he says. Over the next two years, he also co-authored a book, India's Urban Awakening: Building Inclusive Cities, Sustaining Economic Growth. He also wrote a column for the Wall Street Journal.

Then, in 2012, Ajit Mohan found himself in the big league, joining Hotstar as its CEO. He met the Star India CEO, Uday Shankar and TV magnate Ronnie Screwvala. "I hit it off with Uday. In an Indian context, I was unemployable at that time because I had only the McKinsey experience in India. Everything that made me unattractive for other people made me attractive for Uday," he told Business Standard. He joined Star in 2.

At that time, Star had bought media rights to all international and domestic cricket played in India. In those early days, Mohan worked with the sports TV business. In June 2013, Starsports.com became something of a precursor to Hotstar, which was launched in 2015.  It was a big deal - the Star TV owned company had the largest presence in India, much more than Netflix and Amazon, which had smaller operations here. For Mohan, the winner is decided by technology. The tech people are always given pride of place in his team - "right at the top of the hierarchy."

[caption id="attachment_31454" align="aligncenter" width="670"] Ajit Mohan[/caption]

Leading Digital India

Digital media was nascent at this stage, although Hotstar went on to transform the way the country watched its favourite sport - cricket. He even introduced the WatchN'Play feature, which allowed users to watch cricket and play a game at the same time. And unlike the two big international competitors, Hotstar offered up a variety of streaming options, both local and international, as well as sports programming, that Netflix and Amazon simply couldn't match.

The idea, at the time, was to refine the mobile user experience and create an immersive streaming experience. "India leapfrogged from having no access to a phone to having access," he told Livemint. For many Indians, the experience of the internet came through mobile phones, in part also through Jio. At Meta, the purpose was greater, more equitable access, investing in tech startups that could make an impact and building Artificial Intelligence.

At home, Mohan's kids have generous access to their iPads. "You can't bring up a child disconnected to the world they are living in," he said. Still, he's grateful that there is no room for conversation about how much power tech companies should have and how much data-sharing is okay.

Mohan's wife, Radhika Bansal, was a publisher at Harvard Business Publishing and went on to co-found Swishlist.in, an online rental company for designer brands for women. Mohan is also an art collector, likes cricket and plays tennis.

 

Story
Country’s first certified chocolate taster Nitin Chordia serves ‘Made in India’ chocolates in the truest sense  

(September 16, 2022) When people get to know that Nitin Chordia is a chocolate taster, they can’t help but be curious. What could be a better job than that of a chocolate taster’s is the most common reaction. Though Nitin seconds their opinion with a smile, India’s first certified chocolate taster dons other hats too. As an entrepreneur, he has his work divided between Cocoashala, an academy that trains chocolate makers from around the globe, and Kocoatrait, the chocolate manufacturing company that has his wife, Poonam at the forefront. [caption id="attachment_29429" align="aligncenter" width="903"] L Nitin Chordia, chocolate taster and entrepreneur[/caption] Chocolates that are literally ‘Made in India’   Since long India’s large share of the chocolate market has been claimed by big foreign brands. Thanks to the efforts of chocolate makers like Nitin, we can now enjoy made-in-India chocolates. In a conversation with Global Indian, he elaborates: Chocolates in India have been made by big players in the industry for decades. I have tried to revolutionise the concept of made-in-India chocolates in the sense that the ingredients (cocoa beans) that we use for chocolate making are being sourced from Indian farms instead of being imported from outside - Nitin Chordia

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/span>Global Indian, he elaborates:

Chocolates in India have been made by big players in the industry for decades. I have tried to revolutionise the concept of made-in-India chocolates in the sense that the ingredients (cocoa beans) that we use for chocolate making are being sourced from Indian farms instead of being imported from outside - Nitin Chordia

That’s what makes his chocolates unique in comparison to the popular brands that have been ruling the market for years now.   

[caption id="attachment_29430" align="aligncenter" width="788"]Indian Entrepreneur | Nitin Chordia | Global Indian Cocoa pods on a cacao tree in the farm - cocoa beans are inside these pods[/caption]

Having begun just a few years back, the revolution ushered by Nitin is ‘benefitting the farmers cultivating cocoa beans in India’ and it’s the most satisfying part of the business for him. Talking about the second satisfying aspect, “I can assure you that no child labour is involved in cocoa farming in India, unlike in some other countries,” says the bean-to-bar chocolate maker.  

What’s bean-to-bar chocolate making? 

A question that’s often posed to Nitin. “Many big companies that make and sell chocolates in India just do the last mile thing, buying chocolate slabs, adding fruits and nuts, and giving them shapes and packaging.” While the bean-to-bar chocolate makers like Nitin are involved in the process right from the beginning – cocoa beans cultivated by the farmers on the cacao trees,” he explains.  

[caption id="attachment_29458" align="alignnone" width="1040"]Indian Entrepreneur | Nitin Chordia | Global Indian From bean to bar[/caption]

However, big brands, on the other hand, follow cocoa liquor-to-bar or mass-to-bar chocolate production processes. “All they do is buy chocolate paste which is known as cocoa liquor or cocoa mass, bypassing several processes like dealing with the farmers, trying to select the best fruit, getting the cocoa beans fermented, dried, roasted and then turned into paste. They outsource the initial processes,” tells Nitin. Such has been his close association with the farmers that he often sees himself getting into the shoes of the mentor for them to ensure quality produce. 

[caption id="attachment_29435" align="aligncenter" width="923"]Indian Entrepreneur | Nitin Chordia | Global Indian Interaction session with cocoa farmers[/caption]

It all began when… 

Though Nitin dipped his toes in the world of entrepreneurship in 2015, his tryst with confectionery dates back to 2005 when he was working for KSA Technopak, one of India’s largest retail companies and was heading its client Godrej’s Nature Basket project. Nitin was entrusted with the responsibility of establishing the Nature Basket chain of stores across the country for the corporate giant. “In that process, I developed a grasp on several categories of food products. Chocolates particularly interested me from the economic, and business standpoint,” says the Chennai based entrepreneur. 

[caption id="attachment_29436" align="alignnone" width="1029"]Indian Entrepreneur | Nitin Chordia | Global Indian Nitin conducting a chocolate appreciation session[/caption]

Nitin hails from a family that has been into entrepreneurship since generations, and to be in that space was his ultimate goal as well. However, he wanted to dabble in something new as opposed to his family business in trading, finance and real estate. That’s when he decided to pursue an M Sc in retail management from University of Surrey and later worked for a couple of retail consultancy firms with the plan to eventually foray into entrepreneurship one day. 

Expensive lessons  

Over the years, Nitin found himself intrigued by the world of chocolates, a business domain he was keen to explore. However, he wanted to do some research before soaking into the world of entrepreneurship, and that’s when he decided to go on a backpacking trip to Belgium, the European Mecca for chocolate. “It took me 20-days to discover that thousands of chocolate sellers actually don’t make chocolates at all. They don’t go to cocoa farms, they don’t buy cocoa fruit, they don’t process or make chocolate in bulk. All they do is buy slabs of chocolate from some manufacturer, put some nuts into it and sell.” This discovery was a gamechanger for Nitin as for him ‘a myth got uncovered.’ 

[caption id="attachment_29448" align="alignnone" width="1079"]Indian Entrepreneur | Nitin Chordia | Global Indian Nitin in one of the sessions abroad[/caption]

However, there was more as it was on the same trip that he met his mentor Martin Christy, who runs the International Institute of Chocolate and Cacao Tasting in the UK, the only institution of its kind and affiliated to the Government. “We happened to meet in a chocolate museum. Within two weeks, I was back attending a chocolate tasting certification course at his institute, becoming India’s first certified chocolate taster,” Nitin tells. After a few months of clearing the first certification level, he returned for level two getting assured that the chocolate business has huge potential to click. Martin became his mentor.  

[caption id="attachment_29469" align="aligncenter" width="877"] Fermented cocoa beans - in the process of chocolate production[/caption]

“People had just started understanding speciality tea, coffee, wine but chocolates had never been spoken about,” and he got determined to bring his discoveries and gained knowledge to the forefront.  

Making a difference  

There were some people making bean-to-bar chocolates at a very small scale in India in places like Puducherry and Mysuru, but the practice was not popular - Nitin Chordia

With the purpose of making cocoa bean farming a profitable venture in India, he opened a franchisee of his mentor’s institute in the country giving fuel to business ideas of other entrepreneurs to start chocolate making ventures with ingredients produced in the country.  

[caption id="attachment_29432" align="alignnone" width="1006"]Indian Entrepreneur | Nitin Chordia | Global Indian Nitin at one of the training sessions at Cocoashala[/caption]

Nitin’s Cocoashala has not only provided training to some of the most successful bean-to-bar chocolate makers of India but has also enabled their businesses by hand-holding them throughout the process. Through his consultancy venture, Nitin has helped them out with machinery, raw material, recipe development, being instrumental in ensuring their transition from learners to professional chocolate makers. There are 12 well-known bean-to-bar chocolate entrepreneurs in the country who have been successful in their businesses under Nitin’s mentorship. One of them being Paul and Mike, India’s largest bean-to-bar chocolate makers.  

[caption id="attachment_29466" align="alignnone" width="1193"] Different types of cocoa pods[/caption]

All the entrepreneurs whom Nitin has mentored have been sourcing cocoa beans from farmers in Karnataka, Kerala, Andhra and Tamil Nadu, giving a boost to the economy.  

Strong partnership  

Poonam Chordiya, Nitin’s wife has had a significant role behind the success of both  Cocoashala and Kocoatrait. “It was she who was instrumental in the idea of me starting Cocoashala. When in 2015 we talked about bean-to-bar chocolate making, everyone laughed at us. Poonam coaxed me to monetise the insights I gained through extensive travels and expensive mistakes.” 

[caption id="attachment_29442" align="alignnone" width="930"]Indian Entrepreneur | Nitin Chordia | Global Indian Nitin with his wife, Poonam Chordia[/caption]

Once Cocoashala got stable, they started Kocoatrait in 2019, manufacturing chocolates and coming up with the end product with an all-women’s team. “Poonam is the brain, soul and heart behind the Kocoatrait brand,” Nitin says. The couple has been working diligently to let the quality of the products and services do all the talking. “We do not engage in any advertising and PR,” he remarks.  

Measuring success 

The only way Nitin and Poonam measure success is through the fact that they have saved more than 200 kgs of single use plastic from entering landfills. Their chocolate brand does not use paper or plastic in packaging.

The wrappers are biodegradable, compostable, recyclable, and upcycled in the first place. They are made with cocoa shells which are a by-product of our roasting process that would have otherwise gone into landfill. Apart from that, cotton waste generated by the garment industry in places like Coimbatore is being used for making the wrappers - Nitin Chordia

To compete with established brands is hardly the goal for Nitin. He finds happiness in the fact that he has been able to drive in the point that India is capable of producing internationally acceptable chocolates with Indian-origin ingredients.

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About Global Indian

Global Indian – a Hero’s Journey is an online publication which showcases the journeys of Indians who went abroad and have had an impact on India. 

These journeys are meant to inspire and motivate the youth to aspire to go beyond where they were born in a spirit of adventure and discovery and return home with news ideas, capital or network that has an impact in some way for India.

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