Polograd Academy Pvt Ltd

Founder of Polograd Academy Pvt Ltd and Associate Director in Wellicon Consulting Services Pvt Ltd

Founder of Polograd Academy 

Author of Unstoppable You: Declutter Your Route to Purpose

What is the purpose of life?

Do we even need to look for our purpose?

What obstacles stop us from living a life of purpose?

How do we kick those obstacles and redefine ourselves?

How to live a life of Purpose?

The Author of the book, Dimpy Udhani, shares multiple stories from her life and lives around the world, to answer multiple questions revolving around the purpose of life to give the inspiration needed! 

She believes that every person in this world is unique and gifted, but we don't realize our gifts and start living a mundane life. She herself was caught in this web and took many years to understand her purpose and now she wishes to make every human being aware of the obstacles and provide a path to live a life of purpose.

This book shares multiple exercises at the end of each chapter which will help you dive into your own life and make you a result driven person. It also forces you to think over the very existence of this life and a system to walk the path of purpose

Author

ICICI Bank

Project Manager

Tata Consultancy Services

	Experience and knowledge of Custodian Services (Corporate Actions Life Cycle Processing, Security Settlement Life Cycle Processing and Custody Position Management).
	Skilled at performing Gap analysis, Risk analysis, and Cost/Benefit analysis, along with good knowledge of process workflow tools and techniques.
	Adept at preparing functional requirement specifications (FRS's), defining project plans, writing system test cases, and delivering project/status reports and the subsequent Implementation of the project in Production Environment
	Leading and working with teams to examine and solve business problems by accurately analyzing the needs of clients and helping them achieve improved quality and value for their customers.
	Experience in management of requirements throughout the Software Development Life Cycle (SDLC).

Client -Development Bank of Singapore ,Role -Business Analyst.

	Client Interaction and requirement gathering from Business
	Onsite Offshore coordination with TCS management and project team. This includes performing Offshore - Onsite Coordination by gathering requirements from the Clients and conveying them to offshore Team
	Managing issues including logging issues and tracking actions taken and forwarding and escalation of issues using IPMS.

Developer and Business Analyst ,Cient -Client Depositories of Securities Ltd.

	Responsible for tracking Application customization(s), production defect(s) and issue(s) via the use of SDLC.
	Prepare project status reports and resolve day-to-day issues with emphasis on SDLC. 
	Meeting the Clients and understanding their new requirements and helping them in formulating the Business Requirement Document, Which is the base document on which we subsequently design our solution.
	Implementation of Straight through Processing (STP) of MT565, MT566, MT540-548 messages.
	Experienced in multiple vendor implementations and coordinating with team at different sites.

Client -Development Bank of Singapore ,Role -Developer and Business Analyst

50k+ in 8 months |10M+impression | Copywriting Magician🧙I I work with founders and coaches to create leads building strategy for 5x Scaling their Business

Hey!!

Thank you for stopping by.  After 14 years of corporate Career and Learning from multiple Indian and International coaches about business branding and getting leads for business .
 
I provide  services  -

✅Linkedin & Twitter Growth
✅ Personal Branding for Founders, Coaches & Agency owners 
✅ Lead generation  for B2b business
✅ Ghostwriting a book
✅ Consultations/Trainings for working professionals

Here's what all I can help you with -

✅ Optimization of Linkedin or Twitter
✅ Social Media Content Creation
✅ Personal Branding: LinkedIn/Twitter 
✅Lead Generation for B2b
✅Guest Sessions at colleges/organizations 
✅ Viral Content Creation
✅ Ghostwriting LinkedIn Posts & Tweets
✅ Social Media Management
✅ Audit & Content Calendar Creation.


All set to skyrocket your growth? , shoot me with a DM or email.

📩 Email- polograd12@gmail.com 

Feel free to reach out to me!!

Dimpy Udhani

At age 42, I can say this openly:
I didn’t need 10 years of school.

All I really needed was strong communication.

I didn’t need another 5 years of 12th and graduation.

I pursued Chemistry, scored well, my name was in the newspaper…and I never used it.

I didn’t need 15 years of corporate life to figure out what I wanted.

It gave me money, yes but not happiness.

So yes, I feel I’ve wasted a lot of time.

Not knowingly…

just because I didn’t know what else to do.

If I had to rebuild my life from zero, I would only focus on:
– English communication
 – Speaking
 – Writing
 – Presenting
 – Listening
 – Leadership
 – One year of real emotional intelligence
 – And 3 years in a small startup, learning the real world
 – I would have chosen marketing
 – I would have chosen risk, not safety

My career was a chain of safe decisions.

But today, I finally feel I’m on my own path — even if it’s long.

And here’s what I want to tell you, from a 42-year-old who learnt late:

If you’re switching jobs because something doesn’t feel right , you’re not wrong.

If you quit a book halfway because you don’t enjoy it, you’re not wrong.

If you lose interest in a path that everyone else approves, you’re still not wrong.

You don’t have to stick to something that doesn’t feel like you.

You don’t need a perfect roadmap before you take the next step.

If you have even 2–3 years of basic safety…and a dream sitting quietly inside you…

Then don’t wait for clarity.

Clarity comes after you jump, not before.

Life is long, but energy is not.
Today you have it.
Tomorrow you might.

So, kya soch rahe ho--- JUMP karo bhai :)

I help founders and coaches 10x their LinkedIn presence and book 3–5 client calls per week using my LinkedIn Authority Acceleration System.

We are Hiring -AI Prompt Specialist
I am hiring (Link in comments)

In this AI world, I want someone who lives and breathes AI.

Someone who is really good with prompts.

Someone who has played with many AI tools and loves experimenting.
We work with amazing founders and coaches.
 
We help them grow on LinkedIn with strong strategy, content, and systems.

Now I want a person who can help us go even faster.

If you love AI…

If you take courses, try new tools, test new workflows…
If you enjoy finding smarter ways to work…

Then I’d love to talk to you.
Send me a message.

Let’s see how your skills can add real value to our fast-growing LinkedIn Lead Generation  Company..

Find the link in comments 

Also, though it is a AI world, this pic is not AI but did you notice my last pic clothes was changed via AI 👻

🚀 Helping Indian Manufacturers Win with U.S. Buyers
As a Sales & Growth Manager at India Index, I help Indian B2B manufacturers break into the U.S. market through smart sales strategy, export insights, and direct buyer matchmaking.

From auto parts to textiles, I work with suppliers across industries—helping them land contracts, streamline outreach, and build long-term export growth.

🛠️ What I do best:

- Identify and solve common gaps in export readiness
- Simplify complex B2B sales for better conversion
- Act as the bridge between Indian sellers and U.S. buyer expectations

💡 Whether it’s helping a manufacturer close their first international deal—or optimizing a high-value supply chain—I bring a mix of hands-on hustle and strategic clarity.

📩 Let’s connect if you’re:

An Indian manufacturer looking to grow exports
A U.S. buyer sourcing Indian suppliers
A company hiring for sales/growth roles in B2B or SaaS

Surabhi Kabra

India’s solar sector didn’t take off because the economics magically turned attractive one fine morning.
It took off because the Government stepped in and rewrote the rules of the market. 🇮🇳

Most people talk about incentives, tax breaks, or “ease of doing business.”
But if you’re a global buyer, the real story is something far simpler — mandates.

For years, India had no reason to make cells or wafers locally. Imports were cheaper, predictable, and abundant.
So the Govt forced a pivot:
First, domestic modules for all Govt projects.
Then, domestic cells.
No exceptions. Capacity followed.

Now the shift has moved further upstream — to wafers, ingots, and polysilicon.
The toughest parts of the chain.
The parts buyers assumed India would never touch.

Then came the ALMM update for 2028:
If you want to serve Govt-led solar demand, your entire chain must be Indian.
Modules → Cells → Wafers → Ingots.

Suddenly the industry’s posture changed.
Tata Power is exploring a ₹10,000 crore, 10 GW wafer/ingot facility in Gopalpur.
ReNew is planning 6.5 GW of capacity in Andhra.
The upstream buildout is occurring because the option to opt out is no longer available.

For buyers, this shift unlocks something critical:

✔️ Lower China-dependency risk
✔️ Tighter quality + traceability
✔️ Long-term price stability — even with a Make in India premium

Solar still stays cheaper than coal or wind. Energy security improves.
And your supply chain becomes far more predictable.

Should India continue pushing this deep integration — or is there a smarter middle path?

I Help Global Buyers Build Scalable Supply Chains by Sourcing from India | SaaS & B2B Sales Manager | Driving Global Growth Through Scalable Sales Systems | Expert in Export Strategy & Market Expansion

Fluence isn’t just “looking at India.”
It’s quietly rearranging the global battery map — and India is moving to the centre. 🇮🇳⚡
..
In a recent interview, John Zahurancik (SVP & President, US Operations) confirmed that Fluence — the US energy storage giant backed by Siemens + AES — is now exploring India as a strategic manufacturing and export base for BESS components.

This isn’t a PR soundbite.
It’s a structural response to a broken global supply chain.
..
During Covid, Fluence learned a hard lesson:
When 100% of your production is concentrated in China + Vietnam, delays turn into systemic risks.
Quality gets harder to guarantee.
Shipping becomes more expensive than local manufacturing.

So the company began diversifying geographies.

And while Europe stalled, India surged ahead.
..

Why India?

Because Fluence already runs one of its largest global innovation centres in
Bengaluru — powering R&D, engineering, product development and services.

Because India was home to their first 10 MW/10 MWh grid-connected BESS back in 2019 with Tata Power Delhi.

And because domestic talent is now good enough to build the very components the world needs.

So the next phase is logical:
Localise enclosure systems, control units, and key BESS hardware →
Use Indian vendors for production →
Export across Asia-Pacific.

The plans are still in prototype mode, yes.
But the intent is loud, active, and ongoing.
..

Zoom out and the timing becomes even more interesting:

India has ~4 GWh of standalone storage installed today.
But we need 82 GWh by FY27 and 411 GWh by 2032.
This fiscal year alone, 20+ GWh of standalone BESS projects have been awarded.

Global majors can see the curve steepening.
And they want to be here before it bends upward.
..

So the next time you read about a new tender or a new plant, don’t just count the megawatts.

Count the resilience.
Count the future exports.
Count the strategic leverage India is quietly building. 🇮🇳

Should India double down and turn energy storage into its next global manufacturing edge?

I woke up to a small surprise today —

My post on Japan’s auto pivot to India just got featured on LinkedIn News. ✨

I write these deep dives because I genuinely love decoding how India is shifting global strategy maps.

But seeing this one resonate with so many of you… that felt special.

When we talk about Toyota localising hybrids, Honda exporting EVs to Japan, or Suzuki scaling to 4M cars — we’re not discussing “trends”.

And I’m glad this conversation reached the right rooms.

If you missed it, here’s the link to check it out — sharing it with so much gratitude and excitement. 🙏💛

(https://lnkd.in/gvBDtiHE)

Thank you for reading, engaging, questioning, and pushing these narratives forward.

 It means more than you know.

Vehicle exports from India rose 67% year-on-year, totaling 514,622 units from April to October 2025, according to the Society of Indian Automobile Manufacturers.

“When is Tesla coming to India?” dominated our headlines.
 Meanwhile, Tesla was quietly asking a different question:
 “How do we build cars in the U.S. without China?” ⚙️

In its American factories, Tesla is now pushing for zero China-made
components within the next 1–2 years.
Tariffs, rare-earth controls, chip export fights — the risk is no longer theoretical, it’s operational.

That’s not just a Tesla story.
It’s a full-blown rewiring of global auto supply chains.

Now zoom into India.

As Jayant Mundhra highlighted so clearly, Tesla’s early numbers here are brutal:
69 cars in September.
40 in October.
16 in November.

We created noise.
The market sent a whisper.

From a capital allocation lens, this is actually rational.
Imagine building a $2–3 bn gigafactory to serve this demand curve — it would be idle capacity on day one.

Tesla effectively paid a small “entry fee” to learn that India is not yet a premium EV market.
That’s concern, backed by data.

But here’s where my India optimism kicks in. 🇮🇳
U.S.–China decoupling means every OEM is hunting for a non-China, scale-ready, politically stable supply base.

Instead of obsessing over a showroom, we should be positioning for the supply chain.
Cells, LFP chemistry, components, electronics, magnets — this is where value and power sit.

If India can become the most trusted EV supply hub while our own demand matures, we don’t just host Tesla.
We help power the global EV stack. 🚀

What do you think — should India optimise first for EV demand, or for becoming the world’s EV supply backbone?

Everyone today wants an “AI-powered GTM engine.”
But anyone who has sold in the real Indian market knows this:
Your first GTM engine is your own stamina.

I learned this the hard way.
At Swiggy, my day started before most restaurants opened.
At OYO, half my pipeline came from conversations in lobbies and parking lots.
At Nearbuy, objections hurt more because the buyer had options.

In SaaS, the meetings moved online… but the pressure didn’t.
Different companies.
Different targets.
Same truth:
Sales only works when the human behind it works.

That’s why I smile a little when people say:
“Outbound isn’t performing.”
“Reply rates dipped overnight.”
“Our CRM is a mess.”

These aren’t new problems.
They’re just showing up on dashboards now.

Clay, Smartlead, n8n, AI reply scoring…
They’re powerful — I’ve seen what good GTM engineering can unlock.

But tools don’t fix the habits that actually close deals:

✓ Reading someone’s hesitation over a 30-second call
✓ Turning a “send details” into a real conversation
✓ Managing a buyer who ghosts you for 12 days
✓ Keeping your energy consistent even when nothing moves

Those skills were my survival kit long before automation existed.
And honestly? They matter even more today.

Because GTM is evolving fast…
But buyers haven’t.
They still want trust, clarity, confidence — delivered by a human who understands them.

So here’s something I’m thinking a lot about:
As GTM gets more engineered, will the best sellers be the ones who stayed human?

Would love your take.

A global auto giant has quietly chosen India to host its last big engine-and-gearbox plant.
Not in Detroit. In Hosur, Tamil Nadu. 🇮🇳 

We usually see Stellantis as Jeep and Citroën showrooms.
But the real story is in components leaving Indian ports at an industrial scale.

Stellantis today sources about ₹4,000 crore of components annually from Indian suppliers.
By 2026, it aims to increase that to ₹10,000 crore – a 2.5-fold jump in just two years.

At the centre of this bet is Hosur.
An 18-acre plant, three shifts, six days a week, capable of 300,000 engines and 374,000 gearboxes a year – 95% of it exported. 

As Europe shuts down ICE capacity and pivots to EVs, Stellantis is turning India
into a global powertrain hub – the place that keeps conventional drivetrains
running for Europe, Latin America and beyond.

Zoom out: India’s auto component exports have crossed ₹1.95 lakh crore, with a growing trade surplus and over a quarter of output heading overseas.

And this is no longer just “cheap labour” manufacturing.

Stellantis runs three plants, R&D centres, an ICT hub and software centres in Bengaluru / Hyderabad – building cockpit software and connected-car tech from India.

There are risks. New US tariffs threaten 15–20% of our exports to our largest auto-parts market. But diversified bets like Stellantis create a thicker, more resilient demand base

When a gearbox made in Hosur powers a Peugeot in Europe or a Maserati elsewhere, it quietly compounds India’s industrial leverage. 🚗🚀

The open question: will we treat this ₹10,000 crore target as “just another contract”… or as a template for India to own a much larger slice of the global components stack? 🤔

Did you see this shift coming – and should India double down on becoming the world’s powertrain and auto-component backbone?

India’s auto sector just sent a quiet but powerful signal.
And if you read it carefully — it hints at where India’s GDP is heading next. 🇮🇳

Thanks to Jayant Mundhra, we now know this:

Maruti Suzuki, Hyundai, Tata Motors and M&M are preparing capacity expansions of up to 40%.
Not for a quarter.
For a sustained period of rising demand.

That’s the kind of move industries make when confidence turns into conviction.

1️⃣ A Revenue Multiplier for Governments
Autos contribute 14–15% of India’s GST collections.
So when output rises sharply, government revenues experience a real, measurable surge — not theoretical, not delayed.

2️⃣ Manufacturing’s Comeback Story
Manufacturing has slipped to ~14% of GDP.
Yet autos alone drive ~49% of that manufacturing base.
If this sector expands materially, the aggregate number shifts fast.
This is how a macro trend reverses.

3️⃣ A Push to National Growth
A sector that forms ~7% of India’s GDP growing at high double digits?
That’s the kind of force that lifts the whole economy’s average.

Which brings me to the real question:

Are we still thinking in yesterday’s growth range?
Or is 7.5–8% more aligned with what’s actually unfolding?

India isn’t just moving — it’s accelerating.
Credits to Jayant Mundhra for spotlighting the trend.

Most people see Maruti Suzuki’s ₹19,500 crore spare-parts business as a “cool India fact.”
Buyers should see it as a masterclass in supply-chain durability.

Because here’s the real headline:
Maruti earns more from spares alone than Skoda + Volkswagen earn overall in India.

And that tells you something crucial about India’s manufacturing maturity.

When a company can turn a one-time sale (a car) into decades of recurring demand, you’re looking at a sourcing ecosystem that knows how to think long-term.

For global procurement teams, this is not trivia.
This is a signal.

A signal that India can build:

Deep after-sales networks
Reliable part availability
High-volume, high-variety logistics
And supply chains that stay profitable even in down cycles

All four are exactly what buyers worry about when they evaluate India vs China.


To keep 95,500+ SKUs flowing across 4,000+ towns, Maruti had to build B2B systems like Parts Kart and Intellisales — real-time ordering, dealer integration, zero-downtime replenishment.

This is the same systems thinking that global brands expect from Tier-1 and Tier-2 suppliers.

If India can do this for auto, it can do this for electronics, industrial components, textiles, and energy hardware.

So next time you’re evaluating an Indian supplier, don’t just ask “How cheap are they?”

Ask:
“Do they have the Maruti mindset — scale, redundancy, and lifetime support?”

Because that’s where the real de-risking alpha is.

If you’re a buyer, would you want a breakdown of what this model means for your category?

Most people think Delhivery is just a road-transport giant.
Buyers should see something very different. 🇮🇳

In July 2024, they quietly created Delhivery Robotics India Pvt Ltd — with a mandate to manufacture drones and build freight air-transport capabilities.
No press. No noise. But a massive structural shift.

Because logistics companies don’t normally do this.
Asset-light has always been the rule. Lease trucks. Rent aircraft. Avoid hardware risk.

So when Delhivery designs heavy-lift drones, completes multiple prototypes, and runs flight trials in India and the US…
This is no experiment.
This is a long-term logistics moat in the making.

For global buyers, the implications are immediate:

✔️Faster movement of high-value components
✔️Reliable access to Tier-3/4/5 industrial clusters
✔️Lower dependency on congested road networks
✔️A partner that controls hardware, software, AND air mobility

This isn’t about efficiency.
It’s about supply-chain resilience, end to end.

And then comes the real alpha: dual-use capability.
Master heavy-lift drones once… and your use cases explode — mining, industrial inspections, infrastructure monitoring, even defense.

That’s when a logistics company stops being a carrier — and becomes infrastructure.

If you’re sourcing from India in 2025, the question isn’t:
“Can they deliver?”

It’s:
“Can they fly?” 🚀
Should India bet big on drone-led logistics?

Last week, a Buyer asked me,
“Surabhi, is there any Indian company quietly building a pharma-grade supply chain from a legacy crop?”

That question sent me down a rabbit hole.
And Jayant Mundhra earlier note nudged me in the right direction — credit to him for sparking this deep dive. 🙏
—
What I found is honestly fascinating.

In Mysuru, ITC IndiVision has built a greenfield facility that doesn’t manufacture cigarettes at all. It engineers high-purity nicotine — the kind that must meet 99%+ pharma standards for global NRT therapies, inhalers, patches, and emerging medical applications.

This is India entering a $500M+ global pharma-nicotine market that has historically been dominated by a handful of EU/US suppliers.
—
And yes, the financials look early-stage.

Income: ~₹10.5 crore.
Net loss: ~₹55.6 crore.

But that’s classic scale-up math:
Capex already deployed.
Specialty extraction equipment commissioned.
Regulatory validation and customer trials underway.
Revenues lag the science, not the other way around.
—
The real unlock?

You cannot manufacture pharma-grade nicotine without absolute traceability of the leaf.
And ITC Limited has spent a century building that.

Seed control.
Farmer tie-ups.
Residue management.
Processing plants that can guarantee batch-level documentation.
This is compliance infrastructure, not just agri sourcing.

Competitors can buy reactors.
They cannot buy continuity, trust, or a 100-year supply chain. 🇮🇳
—
To me, this is India transforming a legacy crop into a precision chemical, and a legacy company into a regulated-market exporter.

Did you see this shift coming?
Should India double down on agri-to-pharma value chains like this?

I’ve been watching a quiet shift in global minerals for months — and this week, it finally took shape. 🇮🇳

A few days ago, Vedanta announced CopperTech Metals Inc. in the US with a fresh $1.5B commitment.

At first glance, it feels like another capacity expansion.
But look closer — it’s a strategic capability play.

Because copper isn’t a niche metal anymore.
It’s the conductor powering AI data centers, EV scale-up, and grid modernization.
Global demand is projected to more than double by 2040.

That’s why Vedanta’s plan to grow KCM from 140,000 tons in FY26 to 300,000 tons in FY31, with a long-term ambition of 500,000 tons/year, feels so consequential.

It signals confidence.
It signals readiness.
It signals that Indian engineering can solve global bottlenecks.

I’m also watching the leadership tailwind.

Priya Agarwal-Hebbar stepping in as Chairperson of CopperTech Metals continues the group’s push into AI-led exploration and high-efficiency
extraction — supported by Vedanta’s $3B+ already invested in KCM.

And then there’s the logistics unlock.
The $10B Lobito Corridor will create a faster route from Zambia’s Copperbelt to Atlantic markets, strengthening copper flows into the West.

To me, this is more than a corporate milestone.
It’s a blueprint for how India can export industrial leadership, not just minerals.

Should India double down on building mineral-tech champions for the world? ✨

Reminder for Men’s Day: it’s okay to rest—your ‘I’m fine’ has been doing overtime all year.
#Internationalmensday

India just made a quiet but strategic move that could reshape how our 25 crore kitchens stay powered. 🇮🇳

For the first time ever, India has signed a structured, long-term deal to source ~10% of its LPG imports from the US starting 2026.

At first glance, it feels unusual.
India has always relied on the Middle East for LPG because their supply is naturally butane-heavy — exactly what our cooking systems need.

So why look 13,000 km away?

Because global dynamics shifted.

US–China trade frictions softened US LPG prices.
Tensions around the Strait of Hormuz pushed Middle Eastern freight costs up.
For the first time, US cargo landed competitively in India.

And India acted with precision.

IOCL, BPCL and HPCL locked in 2.2 MTPA through a one-year structured contract — our first ever with the US.

This is bigger than just procurement.

It gives India dual pricing benchmarks — Saudi Aramco CP and Mont Belvieu.
Two anchors = leverage.
Leverage = healthier OMC balance sheets (especially when under-recoveries touched ₹41,270 crore in FY25).

Will LPG cylinders suddenly get cheaper?
Unlikely.

But this is a strategic diversification play.

 It reduces single-region dependence, strengthens supply security, improves trade alignment with the US, and ultimately lowers fiscal stress on taxpayers.

This is how India builds resilience — quietly, structurally, and with long-term intent. 🚀🇮🇳

Credit: Finshots (for their sharp analysis)

Did you see this shift coming? 
Should India deepen such energy diversification in other fuel categories too? ✨

India just dropped a ₹45,060 crore bomb — quietly, strategically.
No, not on defense.
On exports.

And if you read between the policy lines, this is not a bailout.
It’s a playbook for economic dominance. 🇮🇳

Here’s what just happened👇
✅ The Credit Guarantee Scheme for Exporters (CGSE) brings ₹20,000 crore in collateral-free credit to exporters — fully guaranteed by NCGTC.

 ✅ The Export Promotion Mission (EPM) gets another ₹25,060 crore, uniting fragmented schemes into one outcomes-based growth engine.

Why it matters:

Exports power 21% of India’s GDP, employ 45 million people, and represent nearly 45% of all MSME output.
But with US tariffs rising to 50% on some Indian goods, liquidity became the chokepoint.

So instead of panic, India’s answer is precision —

 → More capital, not more subsidy.
 → Market diversification, not dependency.
 → Structure over sentiment.

The EPM’s sub-schemes — Niryat Protsahan and Niryat Disha — will fund trade finance, branding, logistics, and even e-commerce exporters.

It’s not just policy reform. It’s a mindset reform.
India’s saying: We won’t just sell to the world — we’ll scale with it.

💭 Imagine this: ₹45,060 crore today could be the seed that powers a $1 trillion export economy by 2030.

Did we just witness the start of India’s export supercycle? 🚀🇮🇳

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The Battle

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