Mahima Jalan

Hi everyone! Let me keep my intro simple and crisp:

- I am building a leading branding & PR agency: Sorted Brand (the name says it all)
- We have offices in the UAE and India. 
- Worked with +200 clients from India, UAE, Saudi, UK, and Australia. 
- Our clientele also includes famous entrepreneurs, VCs, Forbes 30 under 30, family business owners, and unicorn founders. (If that's a flex) 
- We offer solutions to everything in personal & company branding.  
- As a passion, I also offer a hyper-personalised 1:1 coaching to people who want to scale thier social presence. 
- I also offer training in companies for building personal or company brands. 
- Other than scaling my agency, I love content creation (100k followers across channels), networking, grabbing speaker opportunities at events, and reading books. 

Want to grow your brand? Or invite me to a panel/speaker session? Or simply network? 

Drop me a DM (I reply to almost everyone) or email me at mahimajalan.sorted@gmail.com

Founder

Building personal brand, online reputation, & PR of busy entrepreneurs/executives/startup founders. Helped over 100 clients from all over the world including unicorn founders, Forbes 30 under 30, and VCs establish a thought leadership profile on social media. Want someone who can voice your thoughts and take care of your online presence? Just drop me a message or email me at: info@sortedbrand.com

Mahima جالان

One of my UHNI clients (70k followers) in Dubai refuses to post frequently.



He prefers 1-2 posts per week. When I once suggested increasing frequency, he said something I haven’t forgotten:

“If I post every day, people will assume I have time to post every day. That’s not the signal I want to send.”

That sentence changed how I think about thought leaders on LinkedIn.

After working closely with ultra-high-net-worth individuals in the UAE, I’ve noticed that they treat visibility like reputation management.

In the GCC, serious business flows through tight trust networks. Family office principals, board members, and founders often sit in overlapping circles. People talk offline long before they engage online.

So when they post, it is deliberate.

Because at a certain wealth level, public communication is about alignment & one thoughtful post can reinforce how you are perceived in rooms you are not physically present in.

Posting twice a week keeps them visible without looking available all the time.

And resonance doesn't come from showing up constantly. It comes from showing up when you have something worth saying.

How much do you prefer posting weekly? I stick to 3 posts max. 

#LinkedIn #personalbranding #UAE #Dubai

Mahima Jalan ماهيما جالان

Family Offices, Entrepreneurs, & Leaders in GCC trust us for their branding | Content Creator | LinkedIn Top Voice | Training Personal/Company Branding to Companies | Trusted by +200 leaders from 🇦🇪🇸🇦🇰🇼🇴🇲🇮🇳🇶🇦

While I was packing my bags for Dubai, I got a call from my dad saying, "The airspace is shut, you cannot travel now." 


On the 28th, I was excitedly packing for Dubai when suddenly, things went upside down. 

I'd been in India for a few weeks and was finally heading back to Dubai: meetings lined up, Ramazan to celebrate, that familiar buzz of getting back to business.

Then the news broke. UAE airspace shut down.

My phone lit up within minutes. Family. Friends. "Are you in Dubai? Are you okay?" The messages kept coming. And I sat there, bags half-packed, watching the world react in real time.

I was still processing if all this is "that serious" or is it just a temporary disturbance. 

But here's what's interesting- not once did I question my decision to build my company in the UAE.

Not. Once.

Because here's what I've learned after being part of this ecosystem: the UAE has been one of the best countries to handle a crisis like a pro. The speed, the communication, and the control with which the authorities handled the situation was a reminder of exactly why this country is where it is on the global map.

People panic. Governments either rise to the moment or don't. The UAE rose.

The meetings I had in line still continued, just the location changed from Tim Hortons to Google Meet. 

So yes, my bags are still packed. And the moment things normalise, I'll be on the flight, back to Dubai, back to the meetings, back to the work.

Because when you've chosen the right foundation, a storm doesn't make you want to leave. It reminds you why you stayed. 🇦🇪

If you are in and around the UAE, are you facing any challenges during this period? 

#UAE #Dubai #Business #Agency

I always thought only big companies can afford managers. 



I had this perception that "Manager" is a fancy role drawing a fat paycheque, just to supervise the tasks. 
 
But I was wrong. A manager does something so important which most of us fail to acknowledge. 

A few days ago, our company's manager Pooja went on leave, and I had to handle the team myself. I’ve done this before, of course, but after having a manager, I noticed the difference immediately.

Managing the team, handling clients, keeping day-to-day operations running, a manager does more than you think. And one of the most important things they do is act as a boundary between you and your team.

As a founder, my mind is juggling 10 different things every day. Some days I’m tired, distracted, or not in the best mood. Giving feedback in that state can sometimes sound harsh, even when I don’t mean it that way. Or there are days when I’m just not available enough for the team.

And that’s where a manager becomes very important, because they make sure the team functions properly. Feedback is delivered thoughtfully, tasks get done, and everyone feels supported.

Tbh, this quality of a manager, being the bad cop and the safety net, is so underrated. It’s something no job description ever talks about, but it makes a huge difference in how smoothly a company operates and how happy the team feels.

Hiring a manager isn’t just about growth or profit, but creating space for the founder to focus, while the team gets the attention and support they need.

What do you think is the biggest role of a Manager in your company? 

#founder #manager #teamculture #startup

My team is 90% women, and 70% are from Tier 2/3 cities. 



And is it a conscious decision? Maybe yes. 

I don’t usually talk about this, but I feel proud every day seeing all these talented women grow, take ownership, and become financially independent.

As a woman, I understand it is not easy for everyone in smaller towns to move to metro cities and work. Family expectations, safety concerns, and lack of opportunities are very real, even today. That’s exactly why I’ve always wanted to run a remote agency. So that I can support the talent from smaller towns. 

One of our team members, who once doubted her client management skills, is now having some of the most confident and effective conversations with clients.

Running a remote agency is definitely not easy. But creating a space where women can grow safely, take risks, and achieve independence, that’s worth every challenge. And I keep taking these challenges.

Today, I’m not sharing this for recognition or appreciation, but to encourage everyone to push talent from tier 2/3 especially women, as much as possible.

And as long as I can, I will keep running my agency remotely, supporting women, helping them grow, and giving them the space to be independent. 

What has been your experience working with talent from tier 2 and 3 cities?

Pooja Kukreja Divya Jain Namrata Rohira Khushi Bhagat 💎 Vishakha Tomar Sohini Das Anusha Sanyal Harsh Dubey

#financialindependence #remotework #agencylife

My billionaire client once gave me this golden hiring advice: 



I don't hire for salary. I hire for sleep. 

Because a bad hire means I’m up at 2 am fixing what they broke, especially when that damage touches a client relationship built over years.

His words just stayed with me forever.

5 years into running Sorted Brand across India and the UAE, the most expensive mistake I made was a cheap/affordable/in-budget hire that indirectly costed us a ₹2 lakh per month client.

In markets like GCC, where reputation travels faster than promotion, that shift can cost you more than you think. 

That experience forced me to confront an uncomfortable truth that every hire carries more than a role; they carry a responsibility.

When someone joins my team, I am handing them access to relationships built over years, strategy calls, and consistent delivery. That kind of trust cannot be listed in an offer letter, yet it is transferred the moment they start representing the brand.

And the impact of the wrong person rarely appears through small lapses in judgment, tone, and preparation & clients notice patterns before they raise a concern.

So today, I view hiring as one of the highest-stakes decisions I make for my clients, my team, and my own peace of mind. 

"We can't afford good talent" is how you guarantee you'll never be able to.

Because you're not just losing one good hire, you're choosing a slower team, higher attrition, more client churn, and a positioning that can never escape the mid-market. Great talent sets the standard. They make the brief sharper, the deck tighter, the client relationship stickier. 

One exceptional person on your team is worth three average ones, and they cost a fraction of what bad hires silently drain from you over time. Afford them first. Build around them. Everything else follows.

Do you hire the best or prefer saving costs there? 

#hiring #talent #linkedin #agency

Hiring for multiple roles at Sorted! (20-30% hike on current salary)


Sorted Brand is growing (touchwood), and we are adding more rockstars to our team! 

Hiring is something personal to me. I have been scouting for a "We want him anyhow in my team" kinda talent on LinkedIn, Fueler, X, etc. for months. Spent 1000s of hours shortlisting and interviewing candidates. 

But.. had pretty mixed experiences. 

So, once again, coming to my saviour, LinkedIn, because it never disappoints! 

Open positions: 

1. Full-time Ghostwriter:

Key responsibilities include:

- Ideating and creating content for social media, mainly LinkedIn, IG, and X for profiles mainly of founders, entrepreneurs, and CXOs. 
- Do ideation, creativity, and brainstorming.
- Should be highly aware of trends, the startup ecosystem, and current affairs in India, UAE, and US.
- Does not use AI excessively while writing. 

2. Engagement Manager (Immediate joining) 

- Taking care of the client accounts, which include posting and engagement content (no ChatGPT comments). 
- Coordinate with the team and clients on content calendar, DMs, accounts etc. 
- Maintain weekly reports. 
- Focus on growing the social media handles of clients using relevant engagement strategies.
- Support the team with ad hoc tasks. 

Minimum experience: 6-8 months, ideal if you have agency experience 
Joining: Immediate 
Location: Remote
It's a full-time role! 

If you think you fit any of these roles, please drop us a crisp non-AI email sharing your portfolio/CV, why you want to join our team, and your salary expectations at info@sortedbrand.com

And if you know people relevant to these roles, please tag them here or refer them. If they get selected, your favourite book/dessert is on us! 

(Requesting for comments for better reach) 

Thank you! 💜

#Hiring

A Message to Our Valued Clients in the UAE & Saudi Arabia: 


As tensions in the region continue to make headlines, our thoughts are first and foremost with the people we've had the privilege of working with — our incredible clients and partners in the UAE and Saudi Arabia.

In times of uncertainty, what matters most is the safety and well-being of the people around us. We sincerely hope that you, your families, and your loved ones remain safe, protected, and at peace during this difficult period.

We are closely monitoring the situation and want you to know that we stand by you — not just as business partners, but as people who genuinely care about your well-being.

Wishing you safety, strength, and stability.

Meet the cuter version of our team, Sorted Brand ❤️ 

#agencylife #trend #linkedin #personalbranding 

Pooja Kukreja Divya Jain Denzil Gomes Namrata Rohira Harsh Dubey Khushi Bhagat 💎 Sohini Das Anusha Sanyal

Meet the Sorted Team 

As the Co-Founder and CEO of EMotorad, I am passionate about creating and scaling innovative solutions for electric mobility. With over seven years of experience in the mobility sector, I have learned how to build a tech-driven business, replicate a successful business model across demographies, and lead a diverse and talented team of 200+ professionals.

EMotorad is a futuristic and affordable electric bike manufacturer that aims to provide cleaner, greener, and healthier commute options for the first/last mile. With strategic partnerships and a customer-centric approach, we are changing the commute habits of millions of people across India and beyond. I am always open to discuss new ideas and opportunities in the EV space. Feel free to reach out to me at Kunal@emotorad.com.

Kunal Gupta

This is the most important photo I have ever taken as a founder.


A young mother. Her baby - just a few months old in her arms. 

Standing next to her new ecycle. 
Andhra Pradesh. 
She didn’t say a word. 
She didn’t need to.

There was a factory 12km from her home.
A real job. A steady income. 
But no bus. No auto. No way to get there. 
A regular cycle was too hard.
She just had a baby. 
So she stayed home. Not by choice.
The road was too cruel. 

Then she got our Ecycle.
She goes to work now. She earns now. 
She comes home to that baby with something to show for her day.
12 kms. 
That’s all it was.

We started this company to build good products.
I didn’t realise that we were also building roads for people who had none.

Happy Women’s day!

To every women who never lost the will - even when the world made it harder than it needed to be. 

You don’t need our inspiration. You are already inspiring.

We see you :)

CEO at EMotorad | Electric Mobility | BW 40u40

No alternative text description for this image

Met a customer from Chhindwara last week.

He hadn't worked in months. Not because he was unwilling. Not because there were no jobs. There were factories hiring, barely 12-13 kms from his home.

But there was no bus that went there. And riding a bicycle 12 km each way, every day, under the Madhya Pradesh sun wasn't something his health would allow.

So he stayed home. His wife managed. His kids adjusted. The way families do when there's no other choice.

Somehow he came across an EBike and his wife pushed him to buy 1 on EMI. 

He got the job. Within weeks, his family had a steady income again. Kids got the basics checked. Small things that aren't small at all. 
Very tough to process such stories when you are the impact enabler. 

Because he will never appear in a market report. Nobody puts him in a TAM slide. No VC deck has ever mentioned a man like him from Chhindwara.
But he is the real Indian e-cycle market.

Hundreds of millions of people in this country live within 10 to 15 km of opportunity. A job. A hospital. A wholesale market. A school worth attending.

The only thing missing is a vehicle that doesn't exhaust them before they arrive.
That's what we're building at EM. A bike that makes distance disappear for people who've never had that luxury before.

We're just getting started.

THE UNSERVED MARKET OPPORTUNITY NO ONE IS TALKING ABOUT!

India has 260 million registered motorcycles.
3.5 million electric two-wheelers.

And an e-cycle market worth just $33 million.

But here’s what most people miss:

120–150 million bicycles are silently moving this country every single day — carrying daily wage workers, delivery riders, vegetable vendors, healthcare workers. No headlines. No investor decks. No VC panels discussing them.

60% of all trips in Indian cities are under 5 km.
80% are under 10 km.

45% of existing motorcycle and car trips are already in e-cycle range.

This is the most underserved mobility segment in the country.

No license needed. No registration. No insurance. No age restriction.

₹10 to travel 70 km.

56–70% lower total cost of ownership vs. a petrol motorcycle.

A rural ASHA worker currently spends ₹23,000–40,000 a year commuting by ICE motorcycle.

An e-cycle reduces that to ₹6,500.
Payback period: 12–18 months.

The market exists. The need is urgent. The economics are unambiguous.

At EMotorad , we didn’t enter a market. We’re creating one.



#Micromobility #Ecycles #IndiaMobility #ElectricVehicles #StartupIndia

Food for thought:
Founders set impossible targets. 

Not because they are delusional. But coz somewhere they learnt that shooting for the moon is the only way to move forward. 

And the funny thing is, it works. Results improve. Numbers go up. The team stretches further than they thought was possible. 

But the founder? Still not happy. 

Because the gap between where you landed & where you aimed feels like a failure. Even when the rest of the world would call it a win. 

This is the quiet trap nobody talks about. The standard keeps moving the moment you get close to it. And you spend years achieving more than most, while feeling less than enough. 
Not saying we need to lower our ambition. 

But if you cannot celebrate the climb, the summit will never be enough :)

Most businesses die not because the idea was wrong. But because they gave up 6 months before the inflection point. 

The hardest part of building isn’t the competition or capital, it’s the gap between PLANTING & HARVESTING.

We spent the last 2 years deep in that gap at EMotorad. Investing in things with no ROI. Iterating on bets that weren’t paying off yet. Questioning ourselves: are we even on the right path?

We pushed through not because we were certain, but because we believed. 

And then if you are lucky and stubborn enough, you start seeing inflection points.

We’re seeing several right now. Across experiments we ran quietly for 2 years. And the signals they are throwing us are giving a clarity I haven’t felt in a long time.

New financial year. New energy. A lot is coming from EMotorad. 

The seeds are finally breaking ground :)

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The Battle

Mahima جالان

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