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<ul><li>Founders of <keyword id="12649853" type="General" weightage="20" keywordseo="Lights-Out-studio" source="Orion">Lights Out Studio</keyword>, <keyword id="12649855" type="General" weightage="20" keywordseo="saksham-mendiratta" source="Orion">Saksham Mendiratta</keyword>, Business Growth and <keyword id="12649856" type="General" weightage="20" keywordseo="adil-singh" source="Orion">Adil Singh</keyword>, Experience Design with a bunch of 30-year-olds, turned their company around, from a debt of Rs 30 lakh to revenues crossing Rs 5 crore in three years.</li><li>After surviving through a huge debt and rebranding its studio to keep up with the pace, <keyword id="444906" type="General" weightage="20" keywordseo="Lights-Out" source="Orion">Lights Out</keyword> Studio is all set to clock Rs 5 Crore this fiscal.</li><li>We speak to the founders of Lights Out on their journey so far, find out more about the factors that got them out of their debt during a global pandemic, and discuss their larger vision for the studio.</li></ul>The global pandemic and the following lockdown pushed many established companies to the brink of bankruptcy, small organisations found their troubles heightened and budding business aspirants kept their dreams on hold for a year and a half. With demand slowing down and the cost of input rising, the earnings of many MSMEs took a hit. UX Design Studio, Lights Out, also found it difficult to close its debt. As the pandemic receded and the economy improved, Lights Out Studio pulled itself out of its debt and is now on the road to profitability. Lights Out, which started as a Digital Agency in 2018, decided to pivot its focus to Product Design in 2020. It was quick to realise that studios’ diversification and rapid experimentation reduces much of the risks that Startups face in pursuing one single idea to exhaustion. Good execution of the Studio model can result in multiple successful products in a year and as Greg Isenberg, Founder of Late Checkout predicted, product studios represent the future of Startups. Studios might give a way to eliminate much of the risk without losing out on the possible reward. After surviving through a debt of Rs 20 lakh and on its way to clock 5 crore in revenues, Lights Out has now transformed into a human-centered &amp; design-solution led powerhouse. We spoke to Founders of Lights Out Studio, Saksham Mendiratta, Business Growth and Adil Singh, Experience Design about their learnings from this experience, challenges ahead and vision for the studio. Q. Can you walk us through your journey so far and share a few key milestones? We started as a Digital Agency back in 2018. Grew to about 6 team members and 75L in revenue. But the business didn’t scale well as we weren’t excited about building a social media agency. Most “agencies” in India fall into this trap of growth / scale: new clients, hence hire, deliver mediocre work (or in most cases, clients don’t approve of the quality since they’re forever riding on FOMO), client drops, new client comes in, the vicious cycle continues. We just didn’t want to be a mediocre player in a very big pool. Meanwhile, Product Design (website &amp; apps) was emerging as our area of strength and hence we decided to pivot in early 2020 to just become a ‘<keyword id="12649858" type="General" weightage="20" keywordseo="product-studio" source="Orion">Product Studio</keyword>.’ Little did we know that we’d be hit by a pandemic right then. We almost started the new financial year with a loss of 20 lakhs and then built our customer base one by one purely focussed on Product Design. The journey of growth into a niche is more satisfying (and painstakingly long) than that of a generalist. Another key milestone was our entry point into the US market with a key collaboration with <a href="https://www.linkedin.com/in/mrniksharma/">Nik Sharma</a> was a turning point, that got us new customers and helped build a solid portfolio, in the US. Sharpening our focus further, we entered into original content creation with our podcast &amp; newsletter IP’s, that helped build solid credibility in the Indian market, especially amidst DTC business builders. From here on, we’ve now started to invest in emerging DTC businesses: our understanding of the sector is very high and we know how to grow consumer-tech business. This should help cement our position as an investor and build the mindset of backing great founders &amp; teams. Q. What does your clientele look like today? We work with businesses that qualify 3 parameters: <ul><li>High-growth</li><li>Consumer-tech</li><li>Serving affluent markets</li></ul>Our past clientele include: CureFit, Kapiva, Fittr, The Souled Store, Pela Case (Canada), Calamus Ultrabikes, SugarFit, HDFC, Sharma Brands, to name a few. Q. You started 3 years ago as a Digital Agency and shortly in 2020 after the revamp, you had to face your biggest crisis ever. Tell us what kind of challenges did you face as a relatively new business? As a new business that had just rebranded (in March 2020), we were pushed to start from ground zero when the pandemic hit. With just a couple of customers that we retained, we narrowed our focus and area of work furthermore from there on. Staying niche helped build experience &amp; credibility in one sector: consumer-tech. And consumer-tech (largely DTC businesses) has risen massively in the past few months, thanks to the global increase in online spends. We were quick to realise that there’s no dominance in this sector when it comes to business design &amp; technology consulting. And hence, the leapfrogging pace came in naturally. We retained our focus on culture, worked with selective clients, and stayed true to adding more value to existing businesses as opposed to bringing in new ones (retention is far easier than acquisition). We also built internal content IP’s through our podcasts &amp; newsletters, that become a distribution engine for our thoughts &amp; experience in this sector. And right there, the perfect mix of a service-based consulting business was born. Q. You have managed to turn around your company from a debt of Rs 20 lakh to revenues crossing Rs 5 crore this year. So, how did you make that happen? Which expenses did you cut back on and where did you turn your focus? Scale has purely been a sub-set of our quality of work. We focussed on fewer projects and massive turn-arounds in each of the projects we worked upon, that helped build our work-of-mouth credibility. Every single project that we’ve worked on in the past few months, has been a referral. We also focussed on building a team that comes with an entrepreneurial mindset. Every single team member has contributed to the growth of the business by doubling up on ownership &amp; learning. And that’s been one huge differentiator in our journey. Instead of cutting down, we ramped up our expenses on building in-house content, that has had a long-term benefit for us. Instant gratification was never our thing and we’ve always aimed for a longer vision. Q. The product designing industry and client needs are evolving rapidly. How are you keeping up with the pace? The product design industry in India takes its inspiration from the West. Given that almost 50% of our clientele is based in the US, we are far ahead of the curve to catch trends and help businesses in India implement them. Product Design for consumer tech is now catching up on building better design &amp; experiences in their products. And we’ve largely focussed on just those products that are built for affluent consumers and have a great experience wired in them. It’s for these reasons that we believe that we’re on the leading end of the product design spectrum, to bring in new trends in India and become a formidable player in the product design space. Q. What do you think sets you apart? Our approach with our customers, culture and our mindset: Customers: <ul><li>We work with high-growth businesses. Hence, we utilise past data and trends to forecast and build better experiences for them. This works in their favour since it comes from an external consultant who has the vantage point of an outsider.</li><li>We work with businesses where we solve critical business challenges: like increasing acquisition, better retention or even build communities. And so we end up working with the founding teams, for whom these projects are as critical as their core growth objectives.</li><li>We don’t work on typical briefs that most ‘agencies’ globally would want to. We spend close to 2-4 weeks just ironing out the challenge at hand, help them formulate a solid business objective and then begin work. It elongates our sales closure process, but by the time we sign off on commercials, we’ve added immense value for them to be immersed in the process with us.</li></ul>Culture: We operate as a studio in all aspects. And we absolutely hate the agency culture. Here’s how: <ul><li>Hire people who have had an entrepreneurial stint in their life. It’s a mindset that we deeply admire and propagate.</li><li>Flexibility in all senses: Our team can plan their days / weeks / months in advance since they have visibility of the projects and can tailor their personal &amp; professional commitments accordingly.</li><li>We don’t have time in / time outs or the concept of leaves</li><li>We spend time on debriefs: analysing where we went wrong as well as building on what we were great at.</li><li>We push people to come up with their own ideas (0-1) and help nurture them as independent projects that can spin off as investable businesses.</li></ul>Mindset: <ul><li>We believe in the positive sum game mindset. We put our content, strategies and even execution techniques through our content, for the industry to grow.</li><li>We wish to remain niche by design but continue to focus on adding value to each customer. It works in everyone’s favour when an external consultant comes with such a mindset.</li></ul>Q. What are the challenges ahead and what kind of changes can we see at the studio in the next few months? Being a bootstrapped business, we get lesser attention as compared to the ones who draw investments. But because we focus on profitability, it helps us reinvest back into the business and build more leverage and strengthen our moats. We’re entering DTC investments, so <keyword id="12649857" type="General" weightage="20" keywordseo="lights-out-venture" source="Orion">Lights Out Venture</keyword> is an off-shoot of the product studio that will start gaining momentum in the next few months. We’re keen to invest in 4-6 DTC businesses (globally) in the next calendar year, 2022. We like to go slow, but stead in our approach and hence confident of what we’re building. Q. What is your larger vision for the studio? To become a dominant expert in the consumer-tech space across: <ul><li>Building new 0-1 products, in-house that are born through assessing gaps in the market and are community-driven.</li><li>Becoming an original content creation hub pushing content across different channels of video, podcast and written content, at the intersection of business &amp; technology.</li><li>Invest and back exciting DTC businesses that help create value in the consumer-tech ecosystem.</li></ul>

This UX Design studio pulled itself out from a debt of Rs 20 lakh to revenues crossing Rs 5 crore during the pandemic, here is how

Mumbai (Maharashtra) [India], June 27 (ANI): Ahead of his side's ICC <keyword id="152505" type="General" weightage="20" keywordseo="T20-World-Cup-semifinal" source="Orion">T20 World Cup semifinal</keyword> clash against India, former England cricketer <keyword id="45330" type="General" weightage="20" keywordseo="Paul-Collingwood" source="Orion">Paul Collingwood</keyword> hailed Men in Blue pace spearhead <keyword id="1627109" type="General" weightage="20" keywordseo="Jasprit-Bumrah" source="Orion">Jasprit Bumrah</keyword>, calling him the "<keyword id="22196639" type="General" weightage="20" keywordseo="best-cricketer-in-the-world" source="Orion">best cricketer in the world</keyword>". It will be a rematch of the semifinal from the 2022 edition of the tournament as a red-hot Team India will meet England in the second semifinal of the ongoing ICC <keyword id="19921630" type="General" weightage="20" keywordseo="T20-World-Cup" source="keywords">T20 World Cup</keyword> at Guyana on Thursday. The last time these two nations faced off in a Men's T20 World Cup semi-final was just 19 months ago in Adelaide, when a remarkable opening partnership between Jos Buttler and Alex Hales saw England cruise to 10 wicket win that forced a complete rethink in India's T20 strategy and move away from more established superstars to younger blood, from conservatism to aggression. This time around, India has more batting firepower led by experienced campaigners skipper Rohit Sharma and Virat Kohli, more attacking options through the middle overs, and more variation in their attack. But the defending champions will take some beating, especially with skipper Jos Buttler and his new opening partner Phil Salt both in blistering form. Speaking exclusively in the Star Sports Press Room, former England captain Collingwood spoke on the impact <keyword id="19989685" type="General" weightage="100" keywordseo="Bumrah" source="keywords">Bumrah</keyword> has on the <keyword id="8675" type="General" weightage="20" keywordseo="indian-cricket-team" source="Orion">Indian cricket team</keyword>. He said, "I think if you had a piece of paper and had to pick a cricket team, in any form of the game, Jasprit Bumrah would be the first name going on that list right at the top. It is as simple as that. He is the best cricketer in the world at this moment. The skill level, the pace, and the deception that he has in T20 cricket are incredible." However, Collingwood said that England is playing an aggressive brand of cricket and if they manage to attack Jasprit, it will have a huge affect on the game. He also advised England not to take a conservative approach and focus on just seeing off Bumrah safely. "You saw Travis Head get after Bumrah a couple of times, in the Australia match. And the impact it has if the opposition takes down your spearhead could dishearten the Indian cricket team. So that is an approach that England may take, but it is a risky one because we know how skillful and how many wickets Bumrah can take," he concluded. In six matches, Bumrah has taken 11 wickets so far in the tournament at an average of 8.54 and an economy rate of just above 4. His best bowling figures are 3/7. England is just two games away from making history and becoming the first men's team to retain a T20 World Cup, as per the ICC. On the other hand, India has not won this tournament since its inception back in 2007, and is searching for its first World Cup win in any format since 2011's 50-over tournament. India's last ICC trophy was in 2013, when they captured the ICC Champions Trophy in England. India squad: Rohit Sharma (c), Hardik Pandya, Yashasvi Jaiswal, Virat Kohli, Suryakumar Yadav, Rishabh Pant, Sanju Samson, Shivam Dube, Ravindra Jadeja, Axar Patel, Kuldeep Yadav, Yuzvendra Chahal, Arshdeep Singh, Jasprit Bumrah, and Mohammed Siraj. England squad: Jos Buttler (c), Moeen Ali, Jofra Archer, Jonathan Bairstow, Harry Brook, Sam Curran, Ben Duckett, Tom Hartley, Will Jacks, Chris Jordan, Liam Livingstone, Adil Rashid, Phil Salt, Reece Topley, Mark Wood. (ANI)

"Best cricketer in the world": Collingwood hails Bumrah ahead of India vs England T20 WC semifinal clash

Alex <keyword id="3402120" type="General" weightage="80" keywordseo="hales" source="Orion">Hales</keyword> and <keyword id="927318" type="General" weightage="50" keywordseo="jos-buttler" source="Orion">Jos Buttler</keyword> smashed mesmerizing fifties to thrash a listless India by ten wickets in the second semifinal of the Men's T20 <keyword id="22177" type="General" weightage="50" keywordseo="world-cup" source="Orion">World Cup</keyword> at the Adelaide Oval on Thursday. Hales hit 86 not out off 47 balls while <keyword id="2299781" type="General" weightage="100" keywordseo="buttler" source="Orion">Buttler</keyword> smacked an unbeaten 80 off 49 balls to chase down 168/6 by India in style with four overs remaining. With a dominating win, England will now face Pakistan in the final of the tournament at the Melbourne Cricket Ground on Sunday, 30 years after the two teams met in the 1992 ODI World Cup final at the very same venue. India was off their lengths and did not offer any challenge to the opening pair of Hales and Buttler, who put them under pressure from the word go. Moreover, they were more than sloppy in the field, thus being comprehensively outplayed and hammered by England in all departments of the game. In the chase of 169, Buttler knew that Bhuvneshwar Kumar was going to be his biggest threat in the opening over. To counter the pacer, he walked down and moved across to let his hands do the talking by taking three fours in the opening over. Buttler would take a brace of fours off Arshdeep Singh and Axar Patel through the off-side while Hales hammered a six over cover off Bhuvneshwar as England matched India's power-play total in just 3.2 overs. Hales was the more aggressive of the two, thumping Mohammed Shami over mid-off for six and got an outer edge running past the keeper for four. Axar came under more attack as Hales and Buttler hit him for a six and four respectively to sign off from the power-play unscathed. Post-power-play, Hales stepped up the attack against Indian spinners - sweeping <keyword id="200030" type="General" weightage="50" keywordseo="ravichandran-ashwin" source="Orion">Ravichandran Ashwin</keyword> for six and rocked back to hammer Axar over deep mid-wicket for another maximum to get his fifty by the end of the eighth over. Hales then brought up the century of the opening stand by pulling Hardik Pandya for a six over deep mid-wicket and followed it up with another six by slog-sweeping off Ashwin. Buttler ramped Pandya over fine leg for four and got his fifty with a pulled six over deep square leg. Buttler then hit Shami for two fours and a six in the 14th over, where he also got a reprieve as the mid-off failed to take the catch and parried the ball to the boundary rope. Fittingly, Buttler finished off the innings in style by dispatching Shami over long-on for a majestic six to enter the final. Brief Scores: India 168/6 in 20 overs (Hardik Pandya 63, Virat Kohli 50; Chris Jordan 3/43, Adil Rashid 1/20) lost to England 170/0 in 16 overs (Alex Hales 86 not out, Jos Buttler 80 not out) by ten wickets SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/sports/news/ahead-of-indias-semifinal-heres-how-the-men-in-blue-have-performed-against-england-in-t20/slidelist/95417123.cms">Ahead of India’s semifinal, here’s how Men in Blue have performed against England in T20</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/science/health/news/youre-eating-fats-and-carbs-because-your-body-wants-protein/articleshow/95418167.cms">You're eating fats and carbs because your body wants protein</a>

T20 World Cup: Hales, Buttler propel England to final clash against Pakistan with a ten-wicket thrashing of India

<ul><li><keyword id="6354832" type="General" weightage="20" keywordseo="MS-Dhoni" source="Orion">MS Dhoni</keyword> forayed into the world of business by making major investments in various companies across sectors.</li><li>His investments include <keyword id="4610420" type="General" weightage="20" keywordseo="Garuda-Aerospace" source="Orion">Garuda Aerospace</keyword>, Khatabook, Cars24, and many more.</li><li>He has an estimated net worth of $111 million and featured among highest paid athletes in the world in 2015.</li></ul>After bidding a goodbye to international cricket, former Indian team skipper Mahendra Singh <keyword id="6397" type="General" weightage="100" keywordseo="dhoni" source="Orion">Dhoni</keyword> seems to have turned into a full-time startup investor. He now has interests in companies across sectors like auto, liquor, agricultural, clothing etc. His latest venture is into the world of drones as he invested an undisclosed sum in Chennai-based drone company Garuda Aerospace today. He has also become its brand ambassador. The company works in the agri sector and has 300 drones along with 500 pilots operating in 26 countries. <div type="twitter" handle="garuda_india" handlename="Garuda Aerospace Pvt Ltd" image="http://pbs.twimg.com/profile_images/1435499480695013376/O7KKwlM-_normal.jpg" favoritecount="41" retweetcount="20" status="The Helicopter has arrived 🚁 Captain Cool #MSDhoni makes a strategic investment in India's Largest Drone Startup… https://t.co/Fuq72WLmzK" createdat="1654500456000" id="1533712192670814208"></div> <cmsannotation type="cmsannotation" annotationid="One of India’s highest paid athletes" comment="subhead" text="One of India’s highest paid athletes">One of India’s highest paid athletes</cmsannotation> Dhoni has an estimated<a href="https://www.sportskeeda.com/cricket/ms-dhoni-net-worth"> net worth</a> of $111 million and is featured among the highest paid athletes in the world in 2015 — earning as much as $31 million. Apart from investments, he endorses 20 brands including TVS Motors, Ashok Leyland and Exide Batteries. It hence comes as no surprise that he is carefully growing his wealth by investing in various ventures — which are mostly startups. Here are some companies in which Dhoni has invested in — 1. Khatabook Dhoni became the investor and brand ambassador of the Saas-based ledger company in March 2020. It is an online platform for companies to keep a digital log of their financial transactions and accept payments online. The company claims that it had managed to clock in five crore registered merchants in just a year. 2. Cars24 He became a part of the e-commerce platform for pre-owned cars in 2019 by investing an undisclosed sum in its Series D round. He is also its brand ambassador. 3. <keyword id="6359801" type="General" weightage="20" keywordseo="Seven" source="Orion">Seven</keyword> Dhoni who is known for his personal style launched his own lifestyle brand popularly known as Seven, after his iconic jersey number 7. Reportedly, he just owns the footwear segment of the brand, while the rest of it is owned by RS Seven Lifestyle. He is also the global brand ambassador of the company he launched in 2016. 4. 7InkBrews The food and beverage company announced Dhoni as its brand ambassador and shareholder of the company last April. Adil Mistry and Kunal Patel, co-founders of the company launched a whole new range of chocolates and beverages under the brand Copter7, which was inspired by Dhoni’s famous helicopter shot and his jersey number. 5. Hotel Mahi Residency This one is one of the lesser known investments made by the cricket legend. Very few people know that Mahi owns a hotel as well named as Hotel Mahi Residency located in Ranchi, Jharkhand. 6. HomeLane Dhoni became an equity partner and brand ambassador of the home interior company last August. The agreement was signed for three years, however, no other details were disclosed. HomeLane, founded in 2014, is a platform that promises to deliver home interiors within 45 days. 7. <keyword id="14129080" type="General" weightage="50" keywordseo="sports-fit" source="Orion">Sports Fit</keyword> He also owns a stake in Sports Fit, which is a gym franchise located in multiple locations in India such as Delhi, Mumbai. As per media reports, he owns around 200 gyms under this brand name. The Ranchi-based hockey team, which replaced the defunct <keyword id="4931806" type="General" weightage="50" keywordseo="ranchi-rhinos" source="Orion">Ranchi Rhinos</keyword> in 2014, is also owned by Dhoni. Previously, it was owned by the Patel-Uniexcel Group. 8. Ranchi Rays The Ranchi-based hockey team, which replaced the defunct Ranchi Rhinos in 2014, is also owned by Dhoni. Previously, it was owned by the Patel-Uniexcel Group. 9. Chennaiyin FC He is the co-owner of the popular football Indian Super League (ISL), which is men’s football league, franchise Chennaiyin FC. The other co-owner is Bollywood actor Abhishek Bachchan. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="http://www.businessinsider.in/science/space/news/elon-musks-spacex-teases-next-gen-satellites-reveals-company-on-track-meet-goal-of-52-60-launches-this-year/articleshow/92040368.cms">Elon Musk's SpaceX teases next-gen satellites, reveals company on track meet goal of 52-60 launches this year</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/finance/banks/news/indias-central-bank-denies-reports-that-it-is-replacing-mahatma-gandhi-with-tagore-and-kalam-on-currency-notes/articleshow/92037998.cms">India's central bank denies reports that it is replacing Mahatma Gandhi with Tagore and Kalam on currency notes</a>

M S Dhoni ventures into the world of drones — look at the other companies he invested in

New Delhi, Jun 23 () Richest Indian Mukesh Ambani has kept his annual salary from his flagship firm Reliance Industries capped at Rs 15 crore for 12th year on the trot in the fiscal ended March 31 and has thereafter decided to forego the entire remuneration in view of the COVID-19 pandemic. Ambani has kept salary, perquisites, allowances and commission together at Rs 15 crore since 2008-09, forgoing over Rs 24 crore per annum. This is at a time when remunerations of all whole-time directors of the company, including cousins Nikhil and Hital Meswani, saw a handsome increase in the fiscal year ended March 31, 2019. "In light of the COVID-19 outbreak in India, which has exacted a huge toll on the societal, economic and industrial health of the nation, Mukesh D. Ambani, the Chairman and Managing Director, has voluntarily decided to forego his salary," the company said in its latest annual report. The Board of Directors noted his decision to forego salary until the impact of COVID-19 abates, it said. Ambani decided to forego his remuneration at end-April when the company decided to cut the salary of most of its employees by 10-50 per cent. "The Chairman and Managing Director had his salary capped at Rs 15 crore since 2008-09 in order to set a personal example of moderation in managerial compensation levels. And now, he is forgoing his salary until the company and all its businesses are fully back to their earnings potential," the company said in the annual report for 2019-20. On a similar note, other executive directors have also expressed their decision to draw remuneration up to 50 per cent of their remuneration entitlement, it said. Ambani's remuneration for 2019-20 included Rs 4.36 crore as salary and allowances, which is marginally lower than Rs 4.45 crore he got in the previous 2018-19 fiscal. Commission has been unchanged at Rs 9.53 crore while perquisites have risen to Rs 40 lakh from Rs 31 lakh. Retirement benefits were Rs 71 lakh. Ambani's cousins Nikhil R Meswani and Hital R Meswani saw their compensation rise to Rs 24 crore each from Rs 20.57 crore a year back. They earned Rs 19.99 crore each in 2017-18 and Rs 16.58 crore in 2016-17. In 2015-16, Nikhil had got Rs 14.42 crore while Hital took home Rs 14.41 crore. In 2014-15, they had got Rs 12.03 crore each. Also, one of his key executives, Executive Director P M S Prasad saw his remuneration go up to Rs 11.15 crore from Rs 10.01 crore in the previous year. He too has seen his remuneration rise steadily -- from Rs 6.03 crore in 2014-15, to Rs 7.23 crore in the next fiscal, Rs 7.87 crore in 2016-17 and Rs 8.99 crore in the year thereafter. Refinery chief Pawan Kumar Kapil saw his compensation fall to Rs 4.04 crore from Rs 4.17 crore. RIL's non-executive directors, including Nita Ambani, got Rs 1.15 crore each as commission, besides sitting fees. The commission is lower than Rs 1.65 crore paid in the previous fiscal. The commission was Rs 1.5 crore in 2017-18 and Rs 1.3 crore in the year prior to that. Ambani's wife Nita Ambani, a non-executive director on the company's board, earned Rs 7 lakh as sitting fee, unchanged from the previous year. Apart from Ambani, the RIL board has Meswani brothers, Prasad and Kapil as wholetime directors. Besides Nita Ambani, other non-executive directors include Mansingh L Bhakta, Yogendra P Trivedi, Dipak C Jain, Raghunath A Mashelkar, Adil Zainulbhai, Raminder Singh Gujral, Shumeet Banerji and former SBI chairperson Arundhati Bhattacharya. Bhakta ceased to be a director in August last year and was replaced by former CVC K V Chowdary. ANZ ANU ANU

Mukesh Ambani keeps salary capped at Rs 15 cr for 12th yr in a row

<ul><li>In our latest series, we look at different industries to understand what 2021 was like for them and crystal gaze into the upcoming year, identifying some of the trends that will set the tone for 2022.</li><li>We speak to Design Gurus to find out trends that 2022 has in store for us.</li></ul>Each year brings along shifts in trends and the year 2021, in particular, brought a faster pace of changes in marketing strategies, product design and execution -- opening up a huge window for innovation and experimentation. It pushed all brands and agencies to think on their feet. Everyone had to go back to the drawing board to think of new ways to communicate with consumers as they started demanding products that are designed in comforting and sustainable ways with smart features that offer convenience and personalisation. Consumers’ outlook towards their health and wellness also evolved as the pandemic pushed them to re-evaluate their lifestyle. They have become increasingly aware of climate change and are willing to take an active approach to do something about it. They are also expecting brands to act as agents of change, be more transparent about the raw material they use and act sustainably. So, in 2021, brands like Colgate, Diageo, WOW launched paper-based packaging and started keeping sustainability at the center of their products. With this trend, it is no doubt that all purchase decisions in the future will be completely driven by a product’s packaging material. Apart from a product’s ingredients, brands will be required to explain their recycling process too to attract consumers. As per a recent study conducted across Asia, <a href="https://www.businessnewsdaily.com/2821-consumers-relationships-brands.html">consumers</a> are paying attention to a product's environmental impact, and affordability and quality were still the main driving factors behind a vast majority of purchases. As a result, product designs have changed in the last two years. Brands have increased their focus on the ‘safety’ aspect of product packaging and design. And as consumers looked for ways to escape from reality, elements of optimism and local community flavours took center stage in the product design industry. Brands played more with bright, positive designs across communication, packaging, and other large facets of brand architecture. With the arrival of Meta, the growth of artificial intelligence will also accelerate across the globe and brands will integrate AI into their product design. As the year draws to a close, we speak to design gurus to find out what challenges lie ahead and a few trends that would monopolize the marketing world in 2022. Here is what experts had to say: Lulu Raghavan, Managing Director, Landor &amp; Fitch India: The design trend that has accelerated sharply in the past few years and that will explode and firmly take hold in 2022 is sustainable design. This is because of the perfect storm of environmental consciousness coupled with a desire for meaning that most of us as designers and creatives are experiencing. The pandemic sharply exposed the horrors of climate change to us. It made us sit up and think hard about humanity’s collective actions that have contributed to the unprecedented global warming that has been creeping up slowly but surely in the past several decades. Whether it was the forest fires in Australia, the Winter storms in Texas, the devastating flooding in Maharashtra or the many other extreme weather events that popped up around the world with alarming regularity, we were choked beyond words and stirred up to think about how we got here in the first place. The pandemic also created existential angst as we were stuck at home, attending to our daily routines, wondering about the purpose of our lives. This search for meaning has made us question everything from mindless consumption to what success means. As a result, as designers, we will be consciously re-examining every problem we are given to solve. We will more fervently be looking through the lens of sustainability for better answers towards the greater good. Whether we will be designing new products, new spaces, new packs or creating new brands, we will be thinking hard about sustainable design solutions that can do their small but important bit for our planet. A Appadurai, Country Manager for the HP Indigo: The labels and packaging industry in India is on an upward growth trajectory bolstered by the rapid expansion of organized retail, the growth of exports, and India’s rising e-commerce sector and start-ups. Furthermore, consumer behaviour has massively transformed post the pandemic. Consumers are demanding brands to be more secure, culturally and environmentally responsible and provide consumer experiences that are in sync with the brand purpose. In the future, offerings will be tailored not just to stated preferences, but also behaviour. This has made packaging a critical touchpoint to base purchase decisions on, and the industry must adapt how they can optimize their packaging to meet the upcoming trends to meet customer expectations. In the years to come starting 2022, personalized and innovative packaging will help keep customers highly engaged with the brand thereby establishing greater brand affinity. Therefore, ‘packvertising’ is an effective tool that marketers can use to strike a chord with their end consumers. Moreover, with increase in online shopping, the threat of counterfeit products is growing. By 2022, counterfeiting is projected to cost the global economy US$4.2 trillion^ This will require vigilance and continued investment in new solutions - like serialization, invisible inks, track &amp; trance, and origination software to protect them from counterfeit packaging vulnerabilities. Brands are discovering massive cost benefits of On Demand Packaging / Printing against the traditional Scale of Economy Print &amp; store model because of the rapid changes that happens in the market. Agility and time to market have become super important for brands today and On demand printing / packaging exactly helps in the cause. Most importantly, consumers today are more aware of the kind of products that they use and the brands they are associated with. They are environmentally more conscious which has driven up the demand for holistically sustainable goods. Marketers must therefore increase their focus on sustainable printing &amp; green packaging. To claim sustainability proof points, brands must examine the entire lifecycle of the packaging, including its use in supply chain, basic function, marketing, usefulness to the consumer and recyclability. This should also involve examining the packaging’s credentials under the three common pillars of sustainability: people, planet, and profit. One approach which can help incorporate all these elements into an integrated strategy for sustainable packaging is carbon-footprint labelling. A carbon-footprint label shows the product’s carbon footprint from manufacturing, through use right up to eventual disposal. Ashwini Deshpande, Co-Founder &amp; Director, Elephant Design: Connected for better: That would be my key prediction for the coming year. Mobility, retail, gadgets, personal/ home care, and foods - everything will see a surge in use of technology to understand users/ consumers better. Every product, service and brand will try to understand usage patterns by embedding codes or chips to gather data more than ever. Products will also be built to communicate with each other to gather data indirectly. Such products will also help consumers understand supply source, fair practices, carbon footprint etc. Increased awareness towards sustainability, well-being of self and the environment would largely be the drivers. There are many parallel developments happening across material sciences, manufacturing technology and embedded electronics happening across the world. All these come together to create better products for the connected world. Kiran Khadke, Co-founder and Creative Head, Hyper Connect: While most of 2020 &amp; 2021 went blah! It continued to keep the creative &amp; digital studios on their toes to keep UX at the core and keep products minimal, clean, user-focussed and simple. While AR/VR was still finding their footing and voice led product experiences was still nascent and un-integrated with the overall product. In 2022, there will be a quantum leap, creative &amp; digital studios will have to integrate deeper with tech developers and analysts to create experiences for the new digital paradigm like Metaverse, Serl.io, Uhive and likes… The new paradigm of product design would need to consider 3D, multi-dimension, Voice, AR, VR integrated together seamlessly to create a real-like experience in the growing virtual world. The next wave for advertising agencies is to bring all these aspects together in cohesion and we at Hyper Connect are working on similar projects set to launch in 2022. Shashwat Das, Founder, Almond Branding: After a chaotic year, 2021 was the year for brands to understand their consumers all over again as a lot had changed in her life amid this pandemic. A lot of it is still evolving while brands are trying to align themselves and Design is bound to reflect such changes in our society and environment. Motion Design We are going to witness more and more motion in brand design as an engaging approach to storytelling. Just having static graphics as part of your visual assets is not good enough anymore. As consumer touchpoints get more digitised, brand design language will be incorporating more of motion graphics, gifs and animations. Going forward most logos will have an animated version. And motion is not limited to websites or apps, we are seeing the advent of AR fused with design. Coming year, we are going to see more Packaging where you scan a QR code and you have elements from the static design springing to action to narrate the brand story in a more engaging manner. Humanisation of Brand Design The years gone by have redefined our priorities. With several months of social distancing, we all have been missing the personal touch. Brands are going to humanise more in their attempt to build stronger relationships and engage better. At Almond Branding, we are happy to notice that our clients are preferring the proposed conversational style of messaging more, be it Packaging or Communication Design. Going forward consumers will be expecting a more personalised experience while connecting with brands. And Brand Design will make them feel that they are buying from a human and not a company. Environment-Friendly Design The pandemic has made consumers more conscious about their environment. While several brands have taken on the mission of being planet-friendly, it’s now time to walk the talk. Consumers are clever and can now easily spot greenwashing. What it means for us in the business of design, is that we have to do much more than just use the colour green to signify that we are planet-friendly. Going forward, brand designers will have to actually choose substrates and packaging formats that are truly sustainable, recyclable and low on carbon impact. 2022 is going to be year of Design for Sustainability. The last 2 years have taught us that the future is uncertain so be prepared to change drastically. The same old ways of thinking and approach are no longer going to work. The way the past 2 years have been, it can only go bigger and better from here. We all have immense hope from the Big year that is upcoming. Embracing the newer trends will be the best way for brands to dominate the market and outshine their competition. Adil Singh, Co-founder, Lights Out Studio: <div type="image" title="Adil" msid="88320263" hostid="261"></div> Two trends that will gain momentum in the coming months: Web3: Everything about block chain and its benefits has been spoken enough. Right from brands dropping NFT’s to allowing customers to buy products in crypto, would start peaking highlight of the more progressive brands. Owning a piece of the brand through the block chain network not only allows you to build a deeper connect with the brand, but also a loyal network of customers who are tech-savy and can contribute back to the brand in multiple ways. Community Building: Harped enough in the past few months, a solid community can help you with product feedback, primary research, uder generated content and also word of mouth evangelism. Communities will go beyond the ‘social media influencers’ to HXC’s (high expectation customers) that the brand targets. These are people who not only can become ideal users / adopters of the product, but also solid leaders / community builders within their personal &amp; professional networks.

Design: The trends to watch out for in 2022

New Delhi, Apr 12 () The number of coronavirus containment zones in Delhi rose to 43 on Sunday, while Chief Minister Arvind Kejriwal announced a massive sanitisation drive in the COVID-19 affected and high-risk areas, classified as red and orange zones respectively. According to a bulletin issued by the Delhi's Health department, the number of coronavirus cases rose to 1,154 in the national capital while the death toll reached 24, with five fresh fatalities. Addressing an online briefing, Kejriwal said 10 technologically-advanced machines from Japan along with 50 Delhi Jal Board sanitisation machines will be used as part of sanitisation drive under 'Operation SHIELD' from Monday. The operation launched by the Aam Aadmi Party government has been successful in Dilshad Garden in northeast Delhi which was a hotspot until now. "No new case of COVID-19 has been reported in Dilshad Garden in the last 10 days due to Operation SHIELD," he said. Sealing, home quarantine, isolation and tracking, essential supply, local sanitisation and door-to-door checking are the key aspects of 'SHIELD' in any containment area. Till Sunday evening, 10 more hotspots in the national capital were identified as COVID-19 containment zones or red zones, taking the figure to 43 with southeast Delhi having the most at 12 zones. "We have declared COVID-19 containment zones as red zones and high-risk zones as orange zones. We have identified more containment zones in the national capital," he said. The chief minister expressed concern about the increasing number of coronavirus cases in the city and said that steps were being taken to contain the spread of the virus. According to a Delhi government official, Chief Secretary Vijay Dev has directed officers to strictly monitor the containment zones and follow all laid down procedures. Close on the heels of southeast district, East Delhi has nine coronavirus containment zones, followed by Shahdara at five and West Delhi at four. While south, southwest and central Delhi have three containment zones each, New Delhi and North district each have two such zones. Mansara Apartments in Vasundra Enclave, Street Number 9 in Pandav Nagar and Vardhaman Apartments in Mayur Vihar Phase-1 Extension are among 43 containment zones. In places like Azadpur Mandi, the largest wholesale fruit and vegetable market in the country, authorities have decided to introduce odd-even rules from Monday to maintain social distancing in the wake of the coronavirus outbreak. It has also been decided to stagger timings -- 6 am to 11 am for sale of vegetables and 2 pm to 6 pm for sale of fruits -- at the mandi. The decisions were taken following reports that social distancing rules were not being followed at the mandi, which spreads over 80 acres. Adil Ahmad Khan, chairman of the Agricultural Produce Marketing Committee (APMC), Azadpur, said there are 22 big sheds under which hundreds of traders sell vegetables and a huge number of people visit the market on a daily basis. "Under the odd-even rules, we will allow all the 22 sheds to operate according to their numbers. For instance, on an even date, even-numbered sheds such as 0, 2, 4, 6, 8 will be allowed to function."This will help us maintain social distancing in the market in view of the COVID-19 outbreak" Khan told .Odd-even rules may also be implemented at other wholesale markets of the national capital. At the mandis, police have also deployed drones, marked spots in front of stalls for customers to stand and are making repeated announcements to ensure people follow social distancing norms.With help from the Delhi government and the civil administration, several measures have been taken to make sure that people practice social distancing in Keshopur, Azadpur, Ghazipur and Mehrauli mandis, Delhi Police PRO Mandeep Singh Randhawa said. With more people undergoing coronavirus test, Chief Secretary Dev has also directed officials to make accommodation arrangements for them till their reports come. Following his direction, over 740 rooms have been booked at various hotels, government flats and other facilities in the city to lodge these people, they added. Each facility has been attached to a city hospital, the sources said. According to the health bulletin, 14,036 people have been tested so far, of which 1,154 have tested positive and 11,748 negative. Reports of 984 cases are awaited. Meanwhile, amidst the lockdown, Christians celebrated Easter, with many praying at home and attending church services through live streaming, as all religious places remained shut due to the nationwide lockdown to curb the spread of coronavirus. All churches in the city have been closed to prevent large gatherings. Religious gatherings and processions too have been banned by the government in the wake of the coronavirus outbreak. Easter marks the resurrection of Jesus Christ after crucifixion. It is one of the holiest festivals of Christianity that also witnesses a lot of social activity besides prayers and elaborate church services. The coronavirus pandemic, however, forced the believers to make the festival a "private affair". "Easter has always been an occasion of celebration, get-togethers and a lot of fun. This Easter was bound to be different," Vivin Vergis, who works as a marketing manager, said. "Although we could not attend the church mass, we are keeping our fingers crossed and hoping that it won't take too long to attend church again. I and my wife are having some good food and wine to celebrate the day," he said. Father Savarimuthu, spokesperson of Catholic Archdiocese of Delhi, said the church service and mass were a private affair this time due to the complete lockdown. BUN KND VIT GJS AMP PR RT

10 new COVID-19 red zones identified; Delhi govt to launch sanitisation drive; Death toll  24

<ul><li>An improvised explosive device kills 34 security personnel in Pulwama, Kashmir </li><li>Prime Minister Narendra Modi calls the attack ‘dastardly’ </li><li>It is the deadliest terrorist attacks seen in the troubled valley in recent years</li></ul>The Indian government has issued a stern warning in response to the militant attack that has killed at least 42 Indian security personnel in Kashmir’s Pulwama district. Prime Minister Narendra Modi condemned the attack in a tweet along with other leading ministers of his cabinet. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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 "The attack ... is despicable. I strongly condemn this dastardly attack. The sacrifices of our brave security personnel shall not go in vain. The entire nation stands shoulder to shoulder with the families of the brave martyrs," Modi tweeted. Home Secretary Rajiv Gauba is said to be rushing to Srinagar for a high-level security meeting on Friday, reported IANS. "Today's dastardly attack ... is extremely painful and disturbing. I bow to each and every CRPF jawan who has sacrificed his life in service to the nation," India’s Home Minister Rajnath Singh said. Union Minister Arun Jaitley called the attack an act of “cowardice: while warning that “terrorists will be given an unforgettable lesson for their heinous act.” 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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 The Pulwana attack is the worst since militancy erupted in 1989. On Thursday afternoon, a suicide bomber reportedly rammed an SUV packed with explosives into a bus carrying CRPF security personnel, killing at least 42 and injuring many others. The bus was part of a 78-vehicle convoy that was travelling on the the Srinagar-Jammu highway in Pulwama district. The Pakistan-based Jaish-e-Moahammad (JeM) has claimed responsibility for the bloodbath and released a video clip of the suicide bomber which it claimed was shot before the young man carried out the audacious attack in Lethpora, about 30 km from here. The group said one of its commanders, Adil Ahmad Dar, was the suicide bomber. Police sources and other officials told IANS the suicide bomber-driven SUV came along the Central Reserve Police Force (CRPF) bus when the 78-vehicle convoy carrying 2,547 security personnel was going from the transit camp in Jammu to Srinagar and rammed it into the bus around 3.15 p.m., triggering a deafening explosion. The first report spoke of eight deaths. But the death toll quickly mounted. The bus was said to be transporting 39 troopers. CRPF officials told IANS the bus was the main target of the militants and was destroyed fully while another CRPF vehicle was partly damaged. "It is difficult to believe how anyone in the bus could have survived," said a police officer. WIih IANS See also: <a href="https://www.businessinsider.in/militant-attack-in-kashmir-on-crpf-convoy/articleshow/67994946.cms">34 security personnel killed in Kashmir in major militant attack: Reports</a>

India vows an ‘unforgettable lesson’ for the terrorists who killed 42 troopers

<div class="KonaFilter image-container display-table"><div><div class="image on-image">REUTERS/Denis BalibouseChief Executive Tidjane Thiam of Swiss bank Credit Suisse speaks during the Forum 100 conference in Lausanne, Switzerland May 19, 2016.</div></div></div><ul class="summary-list"><li>Credit Suisse promotes 173 staff globally to the role of managing director.</li><li>18% of those promoted were women.</li><li>"At Credit Suisse, we believe that progress is driven by people who take responsible ownership of their decisions and actions," the bank said in a memo.</li></ul>Credit Suisse is the latest bank to announce its annual round of promotions, saying it has made over 170 people globally managing directors at the firm.173 staff serving clients in around 50 countries worldwide were given the promotion, according to an internal document viewed by Business Insider. All promotions will be effective from January 1 next year.18% of those promoted were women, <a href="https://www.fnlondon.com/articles/here-are-credit-suisses-new-managing-directors-20181217">according to a report from Financial News.</a>Geographically speaking, 98 of those promoted were in Europe, the Middle East and Africa, with 35 of those based in the bank's London office."At Credit Suisse, we believe that progress is driven by people who take responsible ownership of their decisions and actions," the bank said in a memo."Today we are proud to introduce our new Managing Directors who will carry forward Credit Suisse's commitment to making change happen and creating value for our clients."Credit Suisse's round of promotions is slightly larger than at other banks to announce their list. Citigroup just <a href="https://www.businessinsider.com/citigroup-promotes-125-to-managing-director-heres-the-full-list-2018-12">promoted a new class of 125 </a>managing directors. Bank of America Merrill Lynch <a href="https://www.businessinsider.com/bank-of-america-merrill-lynch-2018-internal-md-promotion-full-list-2018-11">promoted nearly 140 </a>employees to MD in late November. Morgan Stanley <a href="https://www.businessinsider.com/morgan-stanleys-new-managing-director-list-is-out-2018-1">promoted 153 employees</a> to MD in January- up from the 140 it promoted in 2017. Barclays<a href="https://www.businessinsider.com/barclays-names-85-new-managing-directors-2018-12?r=UK&amp;IR=T"> last week promoted 85 staff to MD level.</a>At Goldman Sachs, where MD is one rung below the prestigious role of partner and the classes are announced every two years, 509 employees were promoted to MD in 2017 and 69 were promoted to partner <a href="https://www.businessinsider.com/goldman-sachs-new-partner-class-list-2018-2018-11">in November</a>.Here's the full list of employees promoted (listed alphabetically):<ul><li style="font-weight: 400;">Rafael Abati</li><li style="font-weight: 400;">Sanjay Advani</li><li style="font-weight: 400;">Laith Al Kurdi</li><li style="font-weight: 400;">Fahad Al-Ebrahim</li><li style="font-weight: 400;">Girish Anthur</li><li style="font-weight: 400;">Anita Antonopoulos</li><li style="font-weight: 400;">José Arcilla</li><li style="font-weight: 400;">özgür Arzik</li><li style="font-weight: 400;">Angeline Aw</li><li style="font-weight: 400;">Gustavo Azevedo</li><li style="font-weight: 400;">Vik Bali</li><li style="font-weight: 400;">Sabine Barbier-Goldman</li><li style="font-weight: 400;">Franck Bataille</li><li style="font-weight: 400;">Alexis Baumont</li><li style="font-weight: 400;">Nevin Bhatia</li><li style="font-weight: 400;">Julien Binnie</li><li style="font-weight: 400;">Bruno Bischoff</li><li style="font-weight: 400;">Ian Blair</li><li style="font-weight: 400;">Lea Blinoff</li><li style="font-weight: 400;">Ryan Bondroff</li><li style="font-weight: 400;">Christophe Bonjour</li><li style="font-weight: 400;">Simon Booth</li><li style="font-weight: 400;">William Bors</li><li style="font-weight: 400;">Niklaus Boser</li><li style="font-weight: 400;">Conrad Bruggisser</li><li style="font-weight: 400;">Marc Buchli</li><li style="font-weight: 400;">Urs Burgherr</li><li style="font-weight: 400;">Pauline Cahill</li><li style="font-weight: 400;">Barbara Capobianco</li><li style="font-weight: 400;">Pablo Carrasco</li><li style="font-weight: 400;">Matthew Cattee</li><li style="font-weight: 400;">Allen Cermak</li><li style="font-weight: 400;">Raynard Cheng</li><li style="font-weight: 400;">Marcello Chilov</li><li style="font-weight: 400;">David Cohen</li><li style="font-weight: 400;">Michael Comisarow</li><li style="font-weight: 400;">Stuart Crabtree</li><li style="font-weight: 400;">Peter Cross</li><li style="font-weight: 400;">Eleonore Dachicourt</li><li style="font-weight: 400;">Martial Décoppet</li><li style="font-weight: 400;">Diego Discepoli</li><li style="font-weight: 400;">Vamil Divan</li><li style="font-weight: 400;">Christopher Doolin</li><li style="font-weight: 400;">Andrew Duff</li><li style="font-weight: 400;">Jeremy Duksin</li><li style="font-weight: 400;">Georges El Khoury</li><li style="font-weight: 400;">Ilya Feldman</li><li style="font-weight: 400;">Stewart Finlay</li><li style="font-weight: 400;">Antony Fisher</li><li style="font-weight: 400;">Russell Gale</li><li style="font-weight: 400;">Thomas Geiser</li><li style="font-weight: 400;">George Geotes</li><li style="font-weight: 400;">Eugenio Giancotti</li><li style="font-weight: 400;">Katrina Glover</li><li style="font-weight: 400;">Neil Glynn</li><li style="font-weight: 400;">Mark Green</li><li style="font-weight: 400;">Rafael Gross</li><li style="font-weight: 400;">Shivam Gupta</li><li style="font-weight: 400;">Elena Hainaut</li><li style="font-weight: 400;">Tariq Hasan</li><li style="font-weight: 400;">Jos Hehenkamp</li><li style="font-weight: 400;">Philippe Herminjard</li><li style="font-weight: 400;">Ralf Hippenmeyer</li><li style="font-weight: 400;">John Hoffman</li><li style="font-weight: 400;">Lynn Honkanen</li><li style="font-weight: 400;">Edward Hope</li><li style="font-weight: 400;">Christian Hübner</li><li style="font-weight: 400;">Holger Inhester</li><li style="font-weight: 400;">Michael Jakob</li><li style="font-weight: 400;">Craig Jeffers</li><li style="font-weight: 400;">Steven Jorgensen</li><li style="font-weight: 400;">Timothy Joyce</li><li style="font-weight: 400;">Stephen Ju</li><li style="font-weight: 400;">John Katsikoumbas</li><li style="font-weight: 400;">Gary Katz</li><li style="font-weight: 400;">Gavin Kelly</li><li style="font-weight: 400;">Lokesh Khiani</li><li style="font-weight: 400;">Alexandrine Kiechler</li><li style="font-weight: 400;">Sven-Christian Kindt</li><li style="font-weight: 400;">Tom Koffer</li><li style="font-weight: 400;">Edouard Kohler</li><li style="font-weight: 400;">Pawel Kowalski</li><li style="font-weight: 400;">Sandro Kutschera</li><li style="font-weight: 400;">Andrew Lai</li><li style="font-weight: 400;">Ashley Lam</li><li style="font-weight: 400;">Martin Lamb</li><li style="font-weight: 400;">Eduardo Lapena</li><li style="font-weight: 400;">Will Lau</li><li style="font-weight: 400;">Robert Leichter</li><li style="font-weight: 400;">Dabby Leung</li><li style="font-weight: 400;">Yiping Li</li><li style="font-weight: 400;">Lillian Liao</li><li style="font-weight: 400;">See Bing Lim</li><li style="font-weight: 400;">Antonio Limones</li><li style="font-weight: 400;">Marcus Linfoot</li><li style="font-weight: 400;">Mandy Loo</li><li style="font-weight: 400;">Marcus Lutz</li><li style="font-weight: 400;">Luis Macias</li><li style="font-weight: 400;">Nicholas Markson</li><li style="font-weight: 400;">Matthew Masso</li><li style="font-weight: 400;">Leonardo Mayer</li><li style="font-weight: 400;">Tim McKessar</li><li style="font-weight: 400;">David Mechlin</li><li style="font-weight: 400;">Lars Moeller</li><li style="font-weight: 400;">Daniel Monckton</li><li style="font-weight: 400;">Annabel Morris</li><li style="font-weight: 400;">Erik Morris</li><li style="font-weight: 400;">Reinhard Mues</li><li style="font-weight: 400;">Maria Nacheva</li><li style="font-weight: 400;">Javier Nardiz</li><li style="font-weight: 400;">Daniela Nievergelt</li><li style="font-weight: 400;">Guido Niffenegger</li><li style="font-weight: 400;">Erik Nijssen</li><li style="font-weight: 400;">Patrick No</li><li style="font-weight: 400;">Paul Norris</li><li style="font-weight: 400;">Connor O'Keeffe</li><li style="font-weight: 400;">Mathias Ordody</li><li style="font-weight: 400;">Yair Oshman</li><li style="font-weight: 400;">Mohammed Patel</li><li style="font-weight: 400;">Sébastien Pesenti</li><li style="font-weight: 400;">Valerie Philips</li><li style="font-weight: 400;">Romain Pointurier</li><li style="font-weight: 400;">Chris Pollard</li><li style="font-weight: 400;">David Rabuano</li><li style="font-weight: 400;">Stefan Rauch</li><li style="font-weight: 400;">Igor Rena Cardoso</li><li style="font-weight: 400;">Adam Roberts-Thomson</li><li style="font-weight: 400;">Paolo Roncati</li><li style="font-weight: 400;">Steven Rosen</li><li style="font-weight: 400;">Andreas Roth</li><li style="font-weight: 400;">Daniel Rupli</li><li style="font-weight: 400;">Gregory Rye</li><li style="font-weight: 400;">François Schnyder</li><li style="font-weight: 400;">Christopher Schofield</li><li style="font-weight: 400;">Dominique Schwitz</li><li style="font-weight: 400;">Richard Sehayek</li><li style="font-weight: 400;">Masahito Shimada</li><li style="font-weight: 400;">Drew Shoemaker</li><li style="font-weight: 400;">Tanvi Singh</li><li style="font-weight: 400;">Nikhil Singhvi</li><li style="font-weight: 400;">Conor Stransky</li><li style="font-weight: 400;">Meryl Sullivan</li><li style="font-weight: 400;">Maarten Swart</li><li style="font-weight: 400;">Teddy Swigert</li><li style="font-weight: 400;">Vincent Tay</li><li style="font-weight: 400;">Robert Taylor</li><li style="font-weight: 400;">Winson Toh</li><li style="font-weight: 400;">Jonathan Tse</li><li style="font-weight: 400;">Tim Tu</li><li style="font-weight: 400;">Alexander Tyo</li><li style="font-weight: 400;">Giorgio Valle</li><li style="font-weight: 400;">Michele Van Tassel</li><li style="font-weight: 400;">Ravi Venkataraju</li><li style="font-weight: 400;">Adil Virani</li><li style="font-weight: 400;">Marc von Widekind</li><li style="font-weight: 400;">Bin Wang</li><li style="font-weight: 400;">Jeans Wang</li><li style="font-weight: 400;">Qing Wang</li><li style="font-weight: 400;">Robert Wartchow</li><li style="font-weight: 400;">Masashi Washida</li><li style="font-weight: 400;">Tracy Watkinson</li><li style="font-weight: 400;">Thomas Wechsler</li><li style="font-weight: 400;">Germane Wee</li><li style="font-weight: 400;">Kathrin Wehrli</li><li style="font-weight: 400;">Ross Whittaker</li><li style="font-weight: 400;">Urs Widmer</li><li style="font-weight: 400;">Ryan Williams</li><li style="font-weight: 400;">Mark Wilson</li><li style="font-weight: 400;">Mary Kate Wynperle</li><li style="font-weight: 400;">Wang Xue</li><li style="font-weight: 400;">Cyril Yip</li><li style="font-weight: 400;">Serge Yokoyama</li><li style="font-weight: 400;">Mascha Zaugg Portmann</li></ul> <div class="margin-top"> <h3>NOW WATCH: <a href="https://www.businessinsider.com/2019-market-outlook-blackrock-kate-moore-on-trade-war-possible-recession-2018-12">The equity chief at $6.3 trillion BlackRock weighs in on the trade war, a possible recession, and offers her best investing advice for a tricky 2019 landscape</a></h3> <div> </div> </div>

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