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<ul><li>This Pride, we want advertising and media industry’s queer folks to take up space.</li><li>With our individual interviews, we will be focusing on harnessing the full power of our platform to highlight emerging queer leaders of the advertising industry.</li><li>Today, we speak to Abhishek Satam, Senior Consultant, <keyword id="3163779" type="PERSON" weightage="20" keywordseo="Alchemist-Marketing">Alchemist Marketing</keyword> about changing representation in ads, moving beyond tokenism in India, choosing the right approach while working on diverse campaigns, how can organisation build an inclusive culture on the inside and much more.</li></ul>While every day should be celebrated as Pride Day, the month of June brings along an opportunity for us to reflect on how far we have come, unlearn social conditioning, acknowledge the struggles that LGBTQIA+ people face and start normalising the conversation. However, this <keyword id="168821" type="PERSON" weightage="20" keywordseo="Pride-Month">pride month</keyword>, so far, has been rather low. While globally, the LGBTQIA+ representation-momentum is only growing, India’s marketing ecosystem is still way behind. It is only during the pride month that there is a sudden bombardment of rainbows and brands remember that LGBTQIA+ are also their consumers with purchasing power. The silence this month is speaking a thousand words, indicating that traditional Indian brands are still closeted. At the same time, the momentum is growing and more brands are making a conscious effort to build an inclusive environment inside their organisations by hiring Diversity, Inclusivity and Equity officers. As an industry, advertising is known to drive to change. It can use its influential power in mending belief systems and uprooting regressive thoughts. It can bring about normalisation and make people embrace the entire spectrum. We reached out to Abhishek Satam, Senior Consultant, Alchemist Marketing to understand how brands can be true allies this pride and throughout 2021, a few things that they need to pay close attention to inside their organisations, talk about campaigns that worked and one that made him cringe and finding the right approach in ads. Excerpts: <cmsannotation type="cmsannotation" annotationid="Q. How would you say the Pride movement has evolved in India in recent years?" text="Q. How would you say the Pride movement has evolved in India in recent years?">Q. How would you say the Pride movement has evolved in India in recent years?</cmsannotation> I think the pride movement and the community started getting more visibility around a decade ago. There are three major landmarks in this period. The 2009 Delhi high court verdict opened up the conversations about lgbtq+ community. It showed us it’s possible to ask for gay rights in India, encouraged individuals to come out of closet but the corporate world hadn’t much warmed up to be a part of Pride scene yet. Also, social media was relatively new here. It was that regressive shock verdict of 2013 when the organisations were actually challenged to show where they stand. Thankfully, some of the major brands voiced their support for the community. It was much needed. This is where the Pride movement took real momentum. People were furious and questioning. The following year saw highest number of Pride walk attendees everywhere. It wasn’t just the community but the allies who walked with us in solidarity, you could see a couple of corporate groups walking the Pride as well. Every small support for the community mattered. People were united to fight section 377 and they were full of hope especially with the way things were going steadily positive before 2018 SC verdict. Considering how the brands supported the movement before, it was only obvious that more of them will follow the suit and jump on the Pride bandwagon post the verdict. Of course, you can’t tell how many of them are genuine allies but since this is just the beginning in the fight for many more rights for lgbtq+ community, more the merrier. <cmsannotation type="cmsannotation" annotationid="Q. How do you feel about pride-themed merchandise?" text="Q. How do you feel about pride-themed merchandise?">Q. How do you feel about pride-themed merchandise?</cmsannotation> I feel absolutely okay with pride merchandise. I see it as a demand and supply equation. If businesses see potential takers in something, it's only natural that they would want to grab the opportunity, to have their share of it. How can Pride celebrations be an exception! Few of my friends like to have such a collection. I personally don’t buy it but that’s because I don’t see much variety in it. It’s all pretty basic and same. If you're doing it, you might as well dig deeper into queer culture and come up with something new, something different. Also, I find the pricing very unreasonable most times. If you are marketing a product that's about Pride and Equality, why price it so high that only the rich can afford? <cmsannotation type="cmsannotation" annotationid="Q. One Indian ad that you really liked because it ticked all the right boxes for you?" text="Q. One Indian ad that you really liked because it ticked all the right boxes for you?">Q. One Indian ad that you really liked because it ticked all the right boxes for you?</cmsannotation> I liked Fastrack’s Come Out Of The Closet ad especially because it came out at a very important time in 2013 when homosexuality was re-criminalised. It was edgy, bold and most importantly conveyed the message that no more hiding in the closet no matter what. That message meant everything at that moment because the recent verdict had a lot of people confused. I think it’s really important for the brands to know which chord they should strike at a particular time. <div type="Youtube" id="fmk9D53G6F8" title="Fastrack - The Closet" thumbUrl="https://i.ytimg.com/vi/fmk9D53G6F8/mqdefault.jpg"></div> From the recent lot, I loved the Bhima jewellery ad, it’s one of the most beautifully narrated journey of a trans person’s life in a path-breakingly positive light. It might not be something a lot of trans people can relate entirely to but it shows the world that we aspire to live in. <div type="Youtube" id="NtaLr_r8R2E" title="Bhima Jewellery. Pure as love." thumbUrl="https://i.ytimg.com/vi/NtaLr_r8R2E/mqdefault.jpg"></div> <cmsannotation type="cmsannotation" annotationid="Q. One ad that got it wrong or made you cringe?" text="Q. One ad that got it wrong or made you cringe?">Q. One ad that got it wrong or made you cringe?</cmsannotation> How can one forget Youngistan Ka Wow ad from Pepsi! It was literally how Bollywood had used gay humour for cheap laughs since 90’s and apart from being cringy, it literally encouraged the homophobia already prevalent among most of Indian parents. That was unforgivable. <div type="Youtube" id="LD4qv7pAoN4" title="Pepsi - Youngistan Ka Wow" thumbUrl="https://i.ytimg.com/vi/LD4qv7pAoN4/mqdefault.jpg"></div> <cmsannotation type="cmsannotation" annotationid="Q. How can brands avoid falling into the rainbow-washing trap? What brands and advertising agencies should and shouldn't do this pride?" text="Q. How can brands avoid falling into the rainbow-washing trap? What brands and advertising agencies should and shouldn't do this pride?">Q. How can brands avoid falling into the rainbow-washing trap? What brands and advertising agencies should and shouldn't do this pride?</cmsannotation> I honestly feel rainbow-washing is something we cannot really control at this point in India, whether it’s the brands that truly stand for the cause or the ones using it just as a marketing trend. We have a long way to go in queer rights movement. Yes, we can call out the brands that have done otherwise than what they have been doing during the Pride month but we cannot cancel them. We should rather make them accountable for walking the talk. I see there’s no harm for brands in realising and addressing their past mistakes and even apologising for it before claiming to be allies. Ad agencies should know where a particular brand comes from before working out pride month ideas for the brand. Not that a brand which once resorted to insensitive ad campaign or associated with homophobic entities/practices can never be an ally. If we make an effort to sensitise our homophobic families, we can surely let the brands that have been ignorant in the past have a fair chance to do good by you, once they own their deeds. If you are putting that rainbow filter on your logo, make sure you extend your allyship all round the year, educate yourselves on our issues, voice your support whenever the need arises and be truly inclusive as an organisation. <cmsannotation type="cmsannotation" annotationid="Q. Many organisations hire one queer person and make them the face of 'inclusivity at their organisation.' If you were a Chief Equity Officer, how would you go about it? How would you help your organisation move away from tokenism and bring real change?" text="Q. Many organisations hire one queer person and make them the face of 'inclusivity at their organisation.' If you were a Chief Equity Officer, how would you go about it? How would you help your organisation move away from tokenism and bring real change?">Q. Many organisations hire one queer person and make them the face of 'inclusivity at their organisation.' If you were a Chief Equity Officer, how would you go about it? How would you help your organisation move away from tokenism and bring real change?</cmsannotation> I would love to play that role someday. It’s easier for brands to maintain an lgbtq+ friendly face for their customers through a couple of campaigns but you can’t be a true ally unless the work culture in your organisation reflects it. I would like to start with switching to paperwork that is inclusive of gender diversity. I believe making the communication inclusive goes long way in meeting diversity goals. Then make sure that the hiring process is inclusive, not limited to only cis folks. The employee handbook would ensure, one of the first things new employees would learn that this isn’t a place for any sort of homophobia/ transphobia. I would also like to recommend gender neutral restrooms, it’s high time we had them in India. There would of course be an lgbtq+ support group within the organisation that one can always approach, physically/distantly/anonymously, however one is comfortable. A lot of times such groups don’t get active response from discrete sexual minorities. So it’s crucial to create a platform where people can interact without fearing to be outed. You need to get them to trust you at first in order to help them further. I would want it to be accessible and approachable for everyone. <cmsannotation type="cmsannotation" annotationid="Q. Which has more merit: a campaign targeting discrimination and stigmas, or a campaign celebrating the community or a campaign that includes couples of all kinds?" text="Q. Which has more merit: a campaign targeting discrimination and stigmas, or a campaign celebrating the community or a campaign that includes couples of all kinds?">Q. Which has more merit: a campaign targeting discrimination and stigmas, or a campaign celebrating the community or a campaign that includes couples of all kinds?</cmsannotation> Well, we need all kinds of campaigns, don’t we? They all have their own purpose to serve. Yes, the need of the hour is to educate people to eliminate discrimination, address the stigma around homosexuality now that we are past our first legal hurdle but we do need to normalise it on another side by showing couples of all kinds. That’s how we’ll be able to get sexual minorities into the mainstream.

If you are putting that rainbow filter on your logo, make sure you extend your allyship all round the year: Abhishek Satam of Alchemist Marketing

We are entering an Age of Complexity manifested by intensified economic unpredictability, tectonic demographic and technological shifts, and accelerating scarcity of resources. Adversity has become the new normal. The good news is that we humans are typically good at coping with adversity. From a biological perspective, humans are pre-programmed to react predictably to adverse—and even hostile—situations thanks to our well-perfected “fight-or-flight” instinct. Sadly, however, this preconditioned “fight-or-flight” reaction fails to produce optimal responses in today’s complex world. When we face an intractable problem many of us tend to throw in the towel quickly or keep on fighting the issue wishing it will vanish. Now visualize this: what if you could transcend this binary “fight-or-flight” reaction and uncover a “third way”—a new outlook that empowers you to see adversity as an opportunity for personal and collective growth? Adversity will suddenly morph into your ally—an ally that can ignite your ingenuity and drive you to the unearthing of revolutionary solutions that yield amazing value for yourselves and for humanity. You will become a modern day alchemist—one who can literally transmute adversity into opportunity. Such alchemists do exist—and many of them live in emerging markets like India. 
 
Take Kanak Das, a young man who lives in Morigaon, a remote village in the northeast Indian state of Assam. Das got sick of riding his bicycle on poor village roads filled with potholes and bumps. Assume you were an R&amp;D engineer who works for <keyword id="6355174" type="CITY" weightage="80" keywordseo="Ford">Ford</keyword>, <keyword id="6355119" type="CITY" weightage="80" keywordseo="BMW">BMW</keyword>, or <keyword id="6374528" type="CITY" weightage="80" keywordseo="Toyota">Toyota</keyword> trying to design a car that can ride smoothly on such potholes-filled roads: your “fight” instinct would have told you to design better shock absorbers to overcome the bumps. But Das didn’t “fight” the bumps: instead, he used this constraint to his advantage by equipping his bicycle with a makeshift device that converts the shocks it gets into acceleration energy—enabling his bicycle to run faster on bumpy roads! 
 
Das literally transformed adversity into an opportunity to innovate and extract value from the very problem he confronted. Das epitomizes the spirit of jugaad. Jugaad is a hindi word meaning an innovative fix or an improvised solution born from ingenuity and cleverness. Jugaad is, quite simply, a unique way of thinking and acting in response to challenges; it is the gutsy art of spotting opportunities in the most adverse circumstances and resourcefully improvising solutions using simple means. Jugaad is about seeing the glass always half-full. 
 
Jugaad Innovators: The Modern Day Alchemists 
 Jugaad is practised by almost all Indians in their daily lives to make the most of what they have. Jugaad applications include finding new shrewd uses for everyday objects—Indian kitchens are replete with empty soft drink or pickle bottles reused as containers for water, spices, or lentils— or inventing new utilitarian applications and ingenious solutions with everyday objects, like using cellphones to make “missed calls”. 
The entrepreneurial spirit of jugaad is not limited to India. It is widely practised across all emerging economies such as China, <keyword id="12925" type="ENTERTAINMENT" weightage="80" keywordseo="Africa">Africa</keyword>, and Brazil, where resilient entrepreneurs are also pursuing growth in difficult circumstances. The Brazilians have their own word for this resourceful approach: jeitinho. The Chinese call it zizhu chuangxin, or indigenous innovation (in contrast with shanzhai, meaning copycat versions of foreign-made products). The Kenyans refer to it as jua kali. In our book Jugaad Innovation, my co-authors and I delved into the frugal and flexible mindset of thousands of ingenious entrepreneurs and enterprises around the world practicing jugaad to creatively address critical socio-economic issues in their communities. In Kenya, for instance, entrepreneurs have invented a device that enables bicycle riders to charge their cellphones while pedalling. 
 
In the Philippines, Illac Diaz invented A litre of light—a recycled plastic bottle containing bleach-processed water that refracts sunlight, producing the equivalent of a 55-watt light bulb. This product—which costs only $1—is a boon for scores of Filipino families living in makeshift houses in off-the-grid shantytowns. And in <keyword id="15735" type="CITY" weightage="80" keywordseo="Lima">Lima</keyword>, <keyword id="6360497" type="COUNTRY" weightage="80" keywordseo="Peru">Peru</keyword> (a country with 98% humidity that receives only 1 inch of rain a year), the local university of engineering and Technology (UTEC) has designed advertising billboards that can generate up to 100 litres of potable water out of humid air each day. 
 
The jugaad innovators we studied all hail from different cultures and social and professional backgrounds. Yet they all share one unique quality: their uncanny ability to “make lemonade with any lemon” they are given. They are resilient entrepreneurs who overcame tremendous difficulties to invent ingenious solutions to vexing issues afflicting our societies. Like magicians, they conjured up these innovative solutions out of thin air—using meagre resources. Just as an alchemist can convert low-value metal into high-value gold, these frugal innovators can “do more with less”: they can create lot more value using far fewer resources. 
 
What Makes Jugaad innovators— And Their solutions—Unique? 
Despite their diversity, all the jugaad innovators—be they entrepreneurs or corporate leaders—we studied in India and other emerging markets all have the following unique personality traits in common: 
 
They are empathetic 
They recognize that their fellow citizens are suffering from adverse circumstances (e.g., poor access to healthcare or education services) and strive to lessen their pain. It is this compassion for other beings that sparks their own passion to discovering pertinent solutions to issues afflicting others. 
 
For instance, Jane Chen, a Stanford MBA, was deeply moved by the fact that 20 million babies are born prematurely or with a low birth weight each year worldwide, and four million of them die, most in developing nations, because their parents can’t afford to maintain them in baby incubators, which are too expensive. To address this issue, Jane co-founded Embrace, which makes inexpensive portable infant warmers that low income mothers in rural India, China, and Africa can use to keep their premature babies warm, and thus save their lives. 
 
They are driven by a higher purpose 
 
Jugaad innovators are not driven by fame or money. Rather, they are motivated by the aspiration to build “a better world”. This higher purpose provides them great ethical clarity and serves as an inner compass that guides all their decisions and actions. 
 
For instance, brothers <keyword id="299988" type="PERSON" weightage="80" keywordseo="Abhishek-Sinha">Abhishek Sinha</keyword> and Abhinav Sinha co-founded Eko to make <keyword id="6354241" type="COMPANY" weightage="80" keywordseo="Financial-Services">financial services</keyword> affordable and accessible to the 600 million Indians who can’t avail of banking services. Eko enables low income people to open a savings account in a kirana (neighborhood retail store) and then merely use a mobile phone to deposit/withdraw cash as well as send/receive money. 
 
They are nonconformists 
 
Jugaad innovators boldly challenge the status quo by relentlessly posing the question: “why not?” They exhibit what Samuel Taylor Coleridge calls “uncommon common sense”: they develop counterintuitive solutions that flout conventional wisdom or even turn it on its head. 
 
For example, when <keyword id="6360722" type="PERSON" weightage="80" keywordseo="ratan-tata">Ratan Tata</keyword> announced his decision to produce the Nano industry experts and media analysts scoffed at the idea of making a $2,000 car, for which they believed there would be no market. But the maverick Tata stuck to his counterintuitive decision and he ended up creating not only a breakthrough car but he also shaped an entire new market for subcompact cars that western automakers are jumping into lately. 
 
They are ingeniously resourceful 
 
Just like MacGyver (the famed TV action hero who can escape from any predicament by improvising solutions using just his Swiss Army knife), jugaad innovators display great ingenuity in the face of challenges. They leverage their (inner) resourcefulness when they have no external resources to tap into. They embody the frugal “bricoleurs” whom the legendary anthropologist Claude Lévi-Strauss lauded in his seminal book La Pensée Sauvage. According to Lévi-Strauss, a bricoleur taps into existing resources to quickly solve a problem—unlike an engineer who goes searching for the best resources available to design a perfect solution. 
 
Mansukh Prajapati is one such bricoleur: a potter by training, he created Mitticool, the world’s “greenest” fridge made entirely of clay that consumes no electricity and is 100% biodegradable. 
 
They are adaptable 
 
Jugaad innovators possess an agile mindset that enables them to rapidly shift course and reach their objectives by trying out various approaches. They are not wedded to any specific approach or tool to solving problems. Their sense of purpose is steadfast (“make the world a better place”) but their method to serving that purpose is dynamic and constantly evolving. Hence, they are resilient and can “reinvent” themselves continually. 
 
For example, Harish Hande founded Selco in 1995 to debunk the myths that poor people can’t afford <keyword id="6357019" type="UNKNOWN" weightage="80" keywordseo="solar-energy">solar energy</keyword> and cannot maintain sustainable technologies. Conservative banks refused to fund his start-up and he initially struggled to convince rural consumers to switch from cheap-but-polluting kerosene to solar systems. But Hande applied his flexible thinking to improvise an ingenious solution that involves a grassroots network of micro-entrepreneurs who charge, install, maintain, and collect payment for solar lighting systems that they rent to people in remote villages. 
 
These personality traits of jugaad innovators also pervade the clever solutions they conceive. All their astute solutions (products or services) share the following attributes: 
 
• They deliver more value at less cost: Their ingenious solutions are low-cost (or much less expensive than alternative solutions in the market) and yet they offer much greater value for users. As a result, these solutions deliver “more value for less”. For instance, the embrace portable infant warmer costs less than $200—or 1% of the cost of western baby incubators priced at $20,000. More importantly, mothers can now hold against them their premature babies— dramatically boosting their chances of survival. That’s real value! 
• They are simple to use and maintain: The solutions are designed to be incredibly simple to use and maintain, thus lowering their “adoption barriers” for a larger number of users. For example, Eko’s mobile banking and payment services can be accessed using even the most basic mobile handset. This ease of use is a key success factor of Eko’s service which today counts 2 million clients. 
• They are inclusive: The solutions make critical products and services available and accessible to “marginal segments” of the society—e.g., low income people, the elderly, ethnic minorities— who traditionally couldn’t afford or access these products/services due their high cost or high complexity. For example, Selco’s solar lighting systems are now used by over 125,000 rural households across India (Selco aims to serve 200,00 households by 2013). 
• They are sustainable: The solutions are both environmentally and socially sustainable. First, these solutions are eco-friendly and minimize use of natural resources. Second, these solutions contribute to the social sustainability of local communities by spawning new “ecosystems” that create new jobs, etc.—thus catalysing a virtuous cycle of enduring socio-economic growth. For instance, Mansukh Prajapati involves many women in his village in Gujarat to produce his Mitticools, thus creating gainful employment for local community members. 
 
The rise of Jugaad innovation in The West The developed world, like emerging economies, is increasingly facing its own problems in areas such as healthcare, education, finance, and community development. Cash-strapped western governments, however, are unable to deal with these challenges on their own. In this context, a new wave of flexible-minded jugaad innovators in the US and Europe are emerging. These nonconformists are turning the conventional practices of many industries upside down, and in the process creating affordable and sustainable products and services for more citizens. 
 
For instance, Sal Khan founded Khan Academy to democratize access to education and make learning more fun for kids. He has created over 4,000 video tutorials for math, sciences, and engineering that are freely available on <keyword id="10879" type="CITY" weightage="80" keywordseo="YouTube">YouTube</keyword> and are today viewed by over 6 million users a month. Similarly, Erik Douglas co-founded CellScope, a start-up that converts your smartphone into a medical diagnosis tool so you can do ear, throat, and skin exams at home without having to visit an expensive lab. CellScope is a boon for the 50 million Americans who lack medical insurance. And to meet the needs of the 68 million Americans today who are unbanked or underbanked, <keyword id="2787085" type="UNKNOWN" weightage="80" keywordseo="Danny-Shader">Danny Shader</keyword> founded PayNearme, which enables US citizens without credit/debit cards to pay for online transactions by cash in local convenient stores. 
 
Universities too are joining this jugaad innovation movement in the west. Several higher education institutions in the US and Europe are training a new breed of engineers and managers to design next-generation products and services that can deal with scarcity in a frugal and sustainable manner. For instance, Stanford runs a very popular multidisciplinary program called entrepreneurial design for Extreme Affordability. And <keyword id="54274" type="ORGANIZATION" weightage="80" keywordseo="MIT">MIT</keyword>, with funding from Ratan Tata, recently launched the <keyword id="2481320" type="UNKNOWN" weightage="80" keywordseo="Tata-Center-for-Technology-and-Design">Tata Center for Technology and Design</keyword> to train future generation of engineers and business leaders to create affordable technologies and inclusive systems that meet the needs of resource-constrained communities in the developing world. Finally, several vanguard western corporations— helmed by visionary CEOs—are pioneering the adoption of jugaad innovation. The most notable of them is the global carmaker <keyword id="70040" type="COMPANY" weightage="80" keywordseo="Renault-Nissan">Renault-Nissan</keyword>, whose CEO, <keyword id="69288" type="PERSON" weightage="80" keywordseo="Carlos-Ghosn">Carlos Ghosn</keyword> famously coined the term “frugal engineering” in 2006 to describe the Indian engineers’ unique ability to conceive high-quality solutions faster, better, and cheaper. Ghosn is a big admirer of the jugaad mindset. As he puts it: “In the west, when we face huge problems and we lack resources, we tend to give up (too) easily. Jugaad is about never giving up!” In 2012, he sent Gérard Detourbet, a senior French executive in charge of <keyword id="43777" type="CITY" weightage="80" keywordseo="Renault">Renault</keyword>’s entry-level car business, to India. From his new R&amp;D center in Chennai, Detourbet will be designing and producing several vehicles—all built on the ultra-low-cost “A-entry” platform—that will first be launched in India and then marketed in Brazil and <keyword id="6355117" type="COUNTRY" weightage="80" keywordseo="South-Africa">South Africa</keyword>. There is no doubt that when Detourbet returns to Renault’s headquarters in Paris, he will carry with him the flexible jugaad mindset he acquired in India. 
 
Ultimately, the ingenious solutions devised by these audacious jugaad innovators—our modern day alchemists—in emerging markets as well as in developed economies stand out not because they are “clever” but because they bring hope to millions around the world. In today’s morose economic climate and challenging social context, these alchemists help transmute pessimism into optimism—and that, by itself, is priceless. These ingenious alchemists—and their frugal and agile jugaad mindset—not only represent the hope for humanity but they also help restore our faith in humanity. 
 This article is partially adapted from the book Jugaad Innovation: A Frugal And Flexible Approach To Innovation For The 21st Century (<keyword id="189391" type="ORGANIZATION" weightage="80" keywordseo="Random-House-India">Random House India</keyword>, 2012). 
 (<keyword id="373112" type="PERSON" weightage="80" keywordseo="Navi-Radjou">Navi Radjou</keyword>, an innovation and leadership strategist based in <keyword id="6357722" type="COMPANY" weightage="80" keywordseo="silicon-valley">Silicon Valley</keyword> and <keyword id="192175" type="POSITION" weightage="80" keywordseo="co-author">co-author</keyword> of best selling books including Jugaad Innovation; From Smart to Wise: Acting and Leading with Wisdom; and most recently Frugal Innovation: How to do more with less, leads an engaging discussion with a group of like minded individuals brought together by Thinkers (<a href="http://www.thinkers.in/">www.thinkers.in</a>) on how new technologies (mobility, social media, Internet of Things, 3D printing) and groundswell socio-economic movements (e.g., sharing and circular economy, maker movement) are dramatically lowering the cost of innovation worldwide.)

Thinkers/Thinkers 50: Know what 'Jugaad' or frugal innovation has done for the world!

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If you are putting that rainbow filter on your logo, make sure you extend your allyship all round the year: Abhishek Satam of Alchemist Marketing

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